January 27, 2025 • 31 mins
In this episode of the IMPACT | Leadership & Legacy podcast, Jeremy Melton, alongside co-hosts Maddie Atkinson and Daniel Brown, takes a deep dive into the foundational attributes every leader must embrace to make a lasting impact.
The hosts revisit the core lessons from last week's episode on leadership's foundation—being humble, hungry, and honorable—and build upon them by introducing 20 essential leadership mandates. From ownership and clarity to resilience and integrity, this episode unpacks why these attributes are crucial and how they shape a leader's influence and legacy.
Through thought-provoking insights, personal reflections, and actionable strategies, Jeremy, Maddie, and Daniel challenge listeners to evaluate their leadership journey and focus on trust and presence as the cornerstones of influence.
Key questions:
- What kind of IMPACT are you making on the world?
- Which leadership mandate resonates with you most?
Whether you're leading a team, a family, or yourself, this episode is packed with inspiration and practical advice to help you lead with purpose and conviction.
Tune in now and discover how to elevate your leadership!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_03 (00:02):
Welcome to Impact Podcast.
(00:22):
My name is Jeremy Milton and I'myour host along with Daniel and
Maddie for the next 30 minutesto an hour or however long you
choose to tune in.
On this show, we will uncoverthings about life that can help
you on your journey to make animpact on the world that we live
in.
Our highlight question is, whatkind of impact are you making on
the world we live in?
Remember, our goal on this showis to generate the desire to
(00:46):
understand it sooner than later.
This is episode number three,leadership mandates.
Let's get started.
UNKNOWN (00:58):
Let's get started.
SPEAKER_03 (00:58):
So last week we discussed leadership and what it
is, and we talked about thefoundation.
Essentially, we covered a lot ofstuff about leadership.
I mean, we really unwrapped itand unpacked it.
I think in summary, we hadindicated that the foundation,
(01:19):
that we thought the foundationswere founded on three things,
and that was being humble,hungry, and honorable.
And so...
Key takeaways last week.
We didn't go over those beforewe stopped, but Daniel, let's
go.
SPEAKER_02 (01:36):
Well, let me just say that the humble, hungry, and
honorable has been on my mindnonstop.
And I said it last week and I'vebeen telling, I can't say how
many people I've told this quickstory to, and I've just been
like, I want that so bad.
I want people...
(01:58):
And I'm not talking about, youknow, my family, my friends.
Like, I'm talking about, I justwant people out in the world
talking about me with one or allof those.
Yeah.
Like, that's who I want to be.
And I, last week when we weretalking about who we believe
are, you know, those people tous, you know, and I told you
(02:21):
guys, I'm going to call them.
I'm going to call them.
I got them on the phone.
UNKNOWN (02:25):
And...
SPEAKER_02 (02:26):
It felt so good to me just to reach out to them.
You know, and I think it madethem feel good.
You know, that's great.
But it made me feel empoweredjust to open up and say, look,
this is how I feel about you.
Yeah.
And I'm proud of you.
And I'm proud to know you.
And thank you.
That's good.
And, you know, two of themturned into 15-minute
(02:47):
conversations.
And it was great.
It was incredible.
So I'm just ready to build onit.
Let's build.
Good.
I love it.
Maddie?
SPEAKER_01 (02:58):
Kind of the same.
I mean, the people that I talkedabout last week, one lives in my
house.
So that was easy to, I didn'treally give too much detail
because I think that, I thinkhe'll listen, you know?
And so it'll be more of aspecial thing for him to hear
it.
Oh, yeah.
I spoke with my mom and shedoesn't understand podcast.
(03:21):
So she's like, so wait, what areyou doing?
I'm like, okay.
Nevermind.
I was having a conversation and
SPEAKER_03 (03:28):
good.
So I'm really enjoyed our talkslast week, um, as well.
And, uh, there's always thingsto learn at each one of these.
When you go back and reflect andyou reach out to people and
that, that leads to a goodstory.
And so it's awesome.
SPEAKER_01 (03:43):
That was really good last week to tell us to go and
reach out to the people.
SPEAKER_03 (03:49):
Yeah, it was.
Thank you for the challenge.
SPEAKER_01 (03:51):
Yeah.
SPEAKER_03 (03:52):
So this week we're going to talk about, um,
Leadership mandates.
And so today, essentially, we'regoing to cover some necessary
attributes of the leader, andthen we're going to spend weeks
unpacking this.
This is really where ourteaching is going to come from.
A lot of the stuff that we're,what I call mandates, people
(04:17):
call them traits or attributesor whatever, but I call them
mandates because, in my opinion,they're necessary.
And a mandate is, in fact, orcommand or authorization to act.
So if you wanted to define amandate, there's a bunch of
different ways to define it, butwhen you Google it, like we
always talk about fordefinitions, a contract by which
(04:41):
one engages to perform servicesfor another, okay?
And so if you don't knowalready, leadership is about
serving others, right, all thetime.
And so...
when we think about what amandate is, I thought that
leadership, there's these thingsthat you have to do in order to
(05:02):
lead.
And I have 20 written down.
There's probably 30.
I'm not smart enough to come upwith all of them, but I'm sure
there's more.
Or somebody might read this listand say, oh, I don't think
that's necessary.
Well, maybe we do, right?
So anyway, nonetheless...
These are all very important toleadership.
(05:24):
And so leadership is about theact of service to others.
And so we're going to go throughthese attributes one by one.
I'm going to read all 20 ofthem, and then we're going to
talk about each one of them forthis podcast.
And then, again, the nextpodcast we do in between guests
will be talking about each oneof these in depth.
(05:47):
Cool.
SPEAKER_02 (05:48):
I love the list.
I saw the list, and I'm like,ooh, that's a lot.
Let's do this.
It's really
SPEAKER_03 (05:55):
good.
So you could take the idea.
After about, I guess it'll be 20weeks of our podcasting, someone
that is new into leadership cango and start with number one and
listen to them for however manyweeks or whatever it takes, and
they could very well say, hey,I've been to school.
(06:17):
I can go lead.
SPEAKER_00 (06:20):
That's the hope.
SPEAKER_03 (06:21):
Right.
That's the hope.
And then, of course, theinspiration to do so.
And then, of course, we knowthat leadership is going to
create an impact.
So there you go.
All right.
I'm going to read the list realquick, and then I'm going to hit
you guys up.
Okay.
So let me say this, too.
(06:42):
These traits ought to be studiedand focused on in some way.
for someone to lead well.
Okay.
Remember we talked aboutintentional.
Maddie's word for 2025.
That's right.
Being intentional.
If you're intentional aboutthese 20 things, then you will
find yourself leading everytime.
(07:03):
All right.
Number one.
Oh, and then you can say aperson of ownership.
Number two, clarity.
Number three, servanthood.
Number four, passion.
5.
Discipline 6.
Determination 7.
(07:24):
Humility 8.
Courage 9.
Recognition of Others 10.
Vision 11.
Integrity 12.
Character 13.
Resolve 14.
Prudent 15.
Temperate 16.
(07:46):
Meekness Number 17, honest.
18, delegation.
19, consistency.
And number 20, resilience.
Last but not least, resilience.
So anybody got any commentsabout that list?
(08:06):
First take.
SPEAKER_01 (08:10):
I kind of feel like a lot of them...
When I first listed the list, alot go hand in hand, but they...
don't always end up hand inhand.
So that was my first thought.
SPEAKER_03 (08:27):
I would agree.
A lot of them do go hand in handfor sure.
SPEAKER_02 (08:35):
It really just makes me think of my entrepreneurship.
It makes me think ofentrepreneurship.
And yeah, I mean, I guess it isthe same as leadership.
Entrepreneurship is leadership.
And, you know, but when I lookat this list, I'm just like,
yeah, like those are things thatI want to strive to focus on.
(08:56):
And I don't like, you know,don't necessarily stop and think
about any of this stuff.
SPEAKER_03 (08:59):
Right.
SPEAKER_02 (09:00):
Yeah.
I tell myself I need to be moredisciplined all the time.
Yeah.
But I can go through this listand I'm like, yeah, let's really
unwrap each one of these.
I'm excited to do it.
SPEAKER_03 (09:13):
It's very cool.
So, I started with ownership,and I want to talk about that
one a good bit.
Have you guys ever read the bookExtreme Ownership by Jocko
Willink?
He wrote a book called ExtremeOwnership, and he talks about
how owning it, fully owning it,is a big part of leadership.
(09:36):
And he wrote a whole book on it.
It's very good.
It's got war stories and stuffin it, so you relate to that
kind of stuff.
I read it twice, and it's reallya good book.
Probably one of my favorites.
Lots of stuff in there that I'llsay are convicting because if
you're not, again, intentionalall the time, you can get
(10:00):
clouded.
So ownership is the key thatunlocks the door for many into
leadership.
And so in order to get anyone tofollow you, in my opinion, it's
necessary.
You can't be a leader withoutownership.
Whatever it is that you do,ownership applies.
And so you have to believe inwhatever it is that you're
trying to sell to others.
(10:23):
You have to own it.
You have to hold it close andcare about what you're doing.
If it is well, if it goes well,then it's yours to carry.
If it goes sour, it's stillyours to carry, right?
And no matter what, you have toown it.
And so I'm guilty, right?
I don't know about y'all, butI'm guilty of, at times, if I'm
(10:44):
not in the right place in myheart, I tend to say, man, what
happened here, right?
Even though I'm responsible.
So you go to your subordinates,we'll call them, or your
followers, or your people thatwork for, the people on your
team, whatever you want to callthem.
And a problem has happened andyou just, look, you start
(11:06):
unloading because you need toget corrected.
And If you're not careful,you'll do too much of that,
right?
And so you have to remindyourself to own it, even when it
goes bad.
And so when I, again, when Iread that book, and there's some
really cool stuff on YouTubefrom Jocko, where he does public
(11:27):
speaking as well, right?
So he's public speaking on astage, and he's addressing this
book, and he's talking about it.
And when I was listening to...
a YouTube video that he hadmade, it was convicting because
there's been times when in mylife where stuff went bad and I
(11:48):
shifted the blame.
And I thought, man, you idiot.
You got it wrong.
And so anyway, I don't know.
Has there ever been a time wherethat happened to y'all, either
of y'all, that she would bewilling to share?
UNKNOWN (12:03):
Yeah.
SPEAKER_01 (12:04):
Well, I want to say one thing first.
The shifting blame is so humannature that I think that that is
when you can take ownership.
That's, I mean, it's just in myhead right now.
The fact that ownership is thenumber one that we're going to
talk about and shifting blame isjust the number one thing that
(12:26):
people are just, it's justeasier to do that, you know?
So it's kind of, I don't know.
It just shows you that ownershipis a really great thing.
mandated attribute for her beinga leader.
SPEAKER_02 (12:38):
I mean, she's absolutely right.
Like, it's just so easy to say,well, this would have worked out
and the outcome would have beenbetter or correct had you not
done something right.
When in actuality, I need tosay, no, it's something that I
could have done differently andtaken responsibility and just
caring about those outcomes.
(13:01):
She's right.
I mean, it's just so easy.
It's just so easy to just Put iton somebody else.
SPEAKER_03 (13:07):
Ownership is very high in importance in a leader.
But it's one of those things.
Again, it's not easy.
Like you said, Matty, it's inyour nature to back that out.
I don't want it.
It went bad.
I don't want anything to do withit.
And so it is our nature.
And so the leader, the greatleader, steps in, takes
(13:32):
responsibility.
Jaco says a leader who takesfull responsibility yet does not
take credit but bestows thathonor upon his people.
So no credit, right?
Like you talked about last weekor the week before where you
talked about Maddie.
She never takes credit.
We talked about receiving that,but you don't look for the
(13:56):
credit, right?
And it'll come, but don't lookfor it.
And so it's a completelydifferent mindset.
Number two, ownership's good,right?
All right, number two, clarity.
Now, this is one of my favoriteones, and the reason this is one
of my favorite ones is becauseit's also super important.
(14:18):
Clarity is super important forthe leader.
He must be clear abouteverything.
Some people would argue it's themost important.
Well, that's hard to do.
When you've got all thesedifferent attributes, it's hard
to put which one's the mostimportant.
We may talk about that at theend.
But there's no room, I said notmuch room, there's no room for
(14:40):
gray in leadership.
Black and white, cut dry, is theonly way to be.
This also builds trust.
All right?
So, you must always setexpectations, manage to those.
This applies to raisingchildren, managing people at
every level.
(15:01):
So, I went to a class one time,I believe it was Emory
University class on managementyears ago.
And we learned how to be reallyclear.
And so they say you can say youhave to give someone
instruction.
(15:22):
I tell you what, let's say,Maddie, have you ever had to
give somebody instruction to dosomething?
SPEAKER_01 (15:28):
Yes.
SPEAKER_03 (15:28):
Who?
SPEAKER_01 (15:31):
In all walks of life.
Being a mom.
Your kids, you gotta tell.
Your husband, you gotta tell.
Work.
Training people at work.
I
SPEAKER_03 (15:44):
assume you've told someone to do something and they
didn't do it right.
Right.
At some time.
It's probably because you didn'tcommunicate it clearly.
Right?
Yeah,
SPEAKER_01 (15:54):
I
SPEAKER_03 (15:54):
mean...
Most of the time.
SPEAKER_02 (15:56):
It's...
clarity is definitely on thislist.
Something that I look at andit's like, yeah, we could
definitely work on that.
And, you know, working increative, I kind of have the
mindset like, Hey, I trust you.
Like, just go, just do it.
But I know that there's timesthat not, you know, Maddie or
someone else would like somemore direction and that would
benefit both sides.
(16:17):
And just kind of, even if it'sjust, you know, brainstorming,
but you know, like I said, it'ssomething that I could
definitely, uh, focus on workingon and being more clear and
direct on the expectations thatwe're looking for in a project.
SPEAKER_01 (16:30):
I think it's hard, too, because when you're in the
day-to-day, your day-to-daylife, whether it's a profession,
like you're at your work, you'rebeing a mom or a dad, you're
being a friend, the, how you'rethinking or trying to
communicate things to the peoplearound you, it makes sense to
you in your head, but sometimesthere's always like a follow-up
(16:53):
or does that make sense to me orto you like it is what I'm
saying confusing at all or itasking if they if you can
provide more clarity you knowlike you might think in your
head oh I'm doing this is I knowexactly what I'm saying if they
don't get it I've given it inone two three four um steps and
(17:14):
they still might not get it soit's kind of taking that step
back and hey you are you goodyou got everything you need
Getting
SPEAKER_02 (17:21):
that reassurance.
SPEAKER_03 (17:23):
Yeah.
It's interesting because clarityis founded in communication,
right?
And so when you talk about theleader's communication, which is
very important, the leader mustcommunicate, over-communicate,
right?
But I can think back to a timewhere, you know, you're showing
someone a task at work, right?
(17:46):
And, you know, you need to...
to do it this way.
Say you have a new person that'snever been there, never been
exposed to it, and so you'reteaching them how to do the job.
And so the class that I went toat Emory said you tell them,
number one, tell them.
Number two, have them tell youback.
Because sometimes people don'thear what you say the way you
(18:07):
said it.
And you may think, I said it theright way, but they didn't hear
it the right way, so have themrepeat it to you.
Okay, so you tell them, you havethem tell you, And then you show
them and you have them show you,right?
And this method ensures thatwhatever the expectation is,
it's clear, okay?
(18:28):
And so after someone has told,has received it and told it and
then watched it and then doneit, they can think that it's
clear, right?
And then if at that point, ifthey've screwed up, then
probably a deficiency, right?
So we got to work on that.
You know, and hey, look, ittakes people practice to do
(18:51):
things.
But anyhow, so that one's super,super important.
Number three, servanthood.
Now, you could say serve, youcould say serving.
I always called it servanthood.
But the leader ought to serve atsome level.
Now, some people have adifferent leadership styles and
(19:12):
they'll say, you know, that'snot my style.
But The stronger leaders tend toserve, right?
So always seek to serve, not tobe served.
Should you ever decide that youwant to be served, you will
begin to lose your influencewith humans.
And, you know, you may maintainyour position, but you'll lose
(19:37):
your influence.
So sometimes a leader can be ina position where maybe he is
being served.
And Again, if he loses touchwith the desire to serve them,
his people, then he'll just leadfrom a position and not from
(19:58):
actual influence, which is whatis necessary to lead well.
So you ought to consistentlyevaluate how you are serving.
I'll tell a quick story.
So when I was– I used to run ashop years ago.
And I had a crew of about 20, Idon't know, anywhere from,
(20:21):
depended on, I ran it forseveral years, but from 10 to 30
people, maybe 25 people,whatever, depending on what we
were doing, really busy or not.
But I would force myself toserve in front of those people
because it was, you'd call itforced humility, but I would go
(20:43):
get the broom and go sweep thefloor.
And not for any other reasonother than humility has to be–
sometimes you have to forceyourself to be humble.
And people that don't say, no,you don't have to do that, well,
maybe not you, but I did.
I had to force myself to behumble.
(21:03):
You just don't ever want toforget where you came from,
right?
And so consistently evaluate howyou're serving, and if your
serving hand is fading, set yourmind– uh, to, to bring it back
up and serve others around you.
Can you think of a time whereyou've served people
intentionally?
SPEAKER_02 (21:25):
Well, it makes me jump back to when I was in my
twenties and an owner that Iworked for, I'm working at
Mellow Mushroom and this guy,you know, he, he was the owner
and he had his moments.
It's like any else.
But he, he, also was so good atconnecting with us and making us
(21:49):
want to work hard he had a wayto influence and lead us and it
was it was he wouldn't ask me todo anything that he wouldn't do
himself and that's what i thinkof and i think of him like hey
he's doing the dishes he'ssweeping the floor he's mopping
(22:09):
like he'll he'll do whateverneeds to get done especially
when we're overworked.
And if we're overworked and we,you know, he's like, Hey, I got,
I'll finish this up.
You go do such and such to me.
Like, that's just what it alltook, took it back to, took me
back to.
It's good.
SPEAKER_01 (22:25):
What I think about, which, um, that's kind of bad
because I can think of morestories and more situations that
I've been in and encountered,um, where people aren't, you
know, like leaders of wherever Iam are not serving.
So it's like, I worked for acompany and, you know, just
(22:47):
employee appreciation typestuff.
I was not top tier, but not toptier manager, but right below
it.
And I always would try and, hey,let's, can we do something for
the employees this week?
You know, it's National CookieDay.
Let's do just little things.
And the top tier, not ownership,it was just managers were like,
(23:11):
we don't, they don't ever doanything for us, you know, and
just kind of, it's like, what?
No, that's not the point.
So I think that, um, in myprofessional career, um, I've
had more contact with leaderswho are supposed to have these
qualities.
And now that we're talking aboutthem, like what you just said,
(23:32):
um, you know, he'd sweep thefloor, he'd clean the bathroom.
Like one of my guys would nevertouch a toilet.
Like, like the toilet, Thetoilet in our employee hall
needed to be plunged and herefused to do it.
So it's like, okay,
SPEAKER_03 (23:49):
that's kind of.
Well, those people, and listen,they'll still leave from a
position and they'll stay there.
They're not going to growanymore.
You know, the leader thatexhibits these things is just
going to get in a jet.
Right.
And I mean, you'll have leadersof all walks of life that don't
exhibit some of these well.
But they may exhibit some othersokay or well.
(24:11):
And so, again, we're talkingabout leadership greatness.
And so you're going to find thatin everyday life that you're
going to bump into people thatare leading from a position and
that are not students of it anddon't really care.
They were really smart and theydid something great and they got
in that position and they'llhold it as long as their
influence is what it is.
SPEAKER_01 (24:33):
Well, I think, too, More on the business side and
professional side of things.
Those types of leaders that havemaybe some of the qualities and
not greatness.
Underneath them, they don't staylong.
You're not going to stay in aposition where you're not
learning from the person aboveyou.
(24:54):
I thrive on being able to pickthe brain of my boss and
managers.
Yeah.
And watching them lead now.
Good.
SPEAKER_03 (25:08):
So I want to say this really quick.
We've got to roll on.
But servant leaders, I'll tellyou, the first week we talked
about leaders and somebodymentioned Elon Musk.
So Elon Musk, I read this.
I don't know if it's actuallytrue, but that when they were
(25:28):
building the the rocket to Marsand all that stuff.
And they, you know, they had, Ithink Tesla was in trouble.
Anyway, long story short, ElonMusk is a servant leader.
And the reason I know that isbecause he sat, he stayed at
work at the factory.
(25:48):
And so they said that he sleptunderneath his desk.
And I said, well, why in theworld would that dude sleep
under his desk?
And he said it.
Because he wanted the workers inthe factory to know that he was
committed, right?
He was there.
SPEAKER_00 (26:05):
Yeah.
SPEAKER_03 (26:05):
And so he consecutively, he stayed there
and he slept under his desk sothat as the people walked by,
they seen him sleeping.
And, you know, his followerstalk about how committed that
guy was and how that inspiredthem to do more.
So a servant leader that doesthat that serves no matter what,
(26:29):
inspires other people to do thesame.
Right.
And so anyway, I thought thatwas a really cool story.
You should look it up if youhaven't read that.
Number four is passion.
We talked about this a littlebit last week, but it is
absolutely imperative that theleader exhibit passion for
whatever it is that they areleading.
(26:51):
If they do not exhibit passionfor what they are leading, then
their leadership will suffer youcan't lead people like a dud
right so we talk about theimportance of positivity and
looking under the wet sidelooking under the leaf you know
a glass half what full insteadof half empty so your passion is
(27:17):
required to move the needle inyour leadership and excitement
and passion is contagious inyour influence Um, can y'all
think about, well, I think wewent over that last time.
Somebody that's really,
SPEAKER_02 (27:31):
this, this is my shit right here.
Like enthusiasm.
Yeah.
And just getting people up for,yeah.
To me, I think about like, I canfind joy in the smallest of
things.
Changing a diaper.
I'm happy cooking dinner.
I'm happy.
It doesn't matter what I'mdoing.
I'm doing a happy, I'm doingenthusiastically and it is
(27:51):
contagious.
It's 100% contagious.
SPEAKER_03 (27:53):
I tell you the other day when I called you, I mean,
dude, I called Danny and I waslike, he's like, hey man, what
are you, let's go.
And I'm like, dude, you'realways so fired up.
It, it helped me that day.
Yeah.
Like I hung up with you and Iwas like, man, I need that.
And it, let me give somegoosebumps.
Cause look, if I'm honest,there's days when I'm like
(28:14):
dreading it.
I'm like, I'm, I'm about to gostare at the sheet rock.
Okay.
Because I'm blistered and my cupis empty.
And calling Danny that day, the,The excitement, the passion that
he, and just the way he led theconversation, it was good.
Thank you.
Call me.
Look at that.
Yeah.
So, yeah, but that's good,Maddie.
SPEAKER_01 (28:38):
Yeah.
No, I mean, I think passion foranything, whether it be lifting
up a friend when you give them aphone call or, you know, being a
boss at work.
If, like, you're...
Your emotions and yourenthusiasm, your passion will
rub off on everyone.
And I mean, I think that that isa one.
(28:59):
I mean, that's a number top fivefor me, I think.
SPEAKER_03 (29:03):
And it's a choice.
It is.
Yeah, absolutely.
It is.
It is.
Just do it.
Intentional.
That's right.
About being passionate.
Yeah, I love it.
Number five is discipline.
This one's important.
Man, they're all important.
SPEAKER_00 (29:19):
I know.
I'm like, wait.
SPEAKER_03 (29:21):
Discipline, dude, is so important because discipline
gives you leadership capitalwith disciplined people.
Another person recognizesdiscipline in another person's
life.
And discipline in yourself makesyou, I mean, it makes you who
(29:42):
you are.
If you're disciplined, thenpeople can follow you.
And It's acceptable.
People that are not disciplinedwill only lead others that are
not disciplined.
Think about that.
SPEAKER_01 (29:55):
That's pretty awesome.
SPEAKER_03 (29:57):
Yeah.
So if you're not disciplined,then you're going to lead other
people that are not disciplined.
You will not lead people thatare disciplined.
Ever.
Because they know it.
They see it.
They feel it.
So, like, it sounds crazy, butBeing the first one to work and
the last one to go home.
Now, you know, is that alwaysnecessary?
(30:19):
No.
But those are the kinds ofthings that people notice.
They notice that you do what youdo and how you do it.
And discipline is noticed everytime.
And a really disciplined person,leader, will not be drawn to an
undisciplined person.
SPEAKER_01 (30:39):
And they won't stay long.
SPEAKER_03 (30:40):
No.
No.
SPEAKER_01 (30:42):
If they, you know.
I think it goes back to claritytoo.
Like clarity and discipline arekind of one of the ones that I
was thinking about hand in handbecause, you know, if you're
clear on your path and yourcommunication skills and you're
disciplined on what they'resupposed to do and what you're
(31:03):
supposed to do and I don't know,I just think that it hit the
nail on the head when you saidthat They don't, like
non-disciplined leaders willlead non-disciplined people.
Every time.
And if you get a disciplinedperson that you're leading and
you're non-disciplined, thenthey won't be there long.
SPEAKER_03 (31:19):
That's right.
Yep.
Welcome to Impact Podcast.
(00:22):
My name is Jeremy Milton and I'myour host along with Daniel and
Maddie for the next 30 minutesto an hour or however long you
choose to tune in.
On this show, we will uncoverthings about life that can help
you on your journey to make animpact on the world that we live
in.
Our highlight question is, whatkind of impact are you making on
the world we live in?
Remember, our goal on this showis to generate the desire to
(00:46):
understand it sooner than later.
This is episode number three,leadership mandates.
Let's get started.
UNKNOWN (00:58):
Let's get started.
SPEAKER_03 (00:58):
So last week we discussed leadership and what it
is, and we talked about thefoundation.
Essentially, we covered a lot ofstuff about leadership.
I mean, we really unwrapped itand unpacked it.
I think in summary, we hadindicated that the foundation,
(01:19):
that we thought the foundationswere founded on three things,
and that was being humble,hungry, and honorable.
And so...
Key takeaways last week.
We didn't go over those beforewe stopped, but Daniel, let's
go.
SPEAKER_02 (01:36):
Well, let me just say that the humble, hungry, and
honorable has been on my mindnonstop.
And I said it last week and I'vebeen telling, I can't say how
many people I've told this quickstory to, and I've just been
like, I want that so bad.
I want people...
(01:58):
And I'm not talking about, youknow, my family, my friends.
Like, I'm talking about, I justwant people out in the world
talking about me with one or allof those.
Yeah.
Like, that's who I want to be.
And I, last week when we weretalking about who we believe
are, you know, those people tous, you know, and I told you
(02:21):
guys, I'm going to call them.
I'm going to call them.
I got them on the phone.
UNKNOWN (02:25):
And...
SPEAKER_02 (02:26):
It felt so good to me just to reach out to them.
You know, and I think it madethem feel good.
You know, that's great.
But it made me feel empoweredjust to open up and say, look,
this is how I feel about you.
Yeah.
And I'm proud of you.
And I'm proud to know you.
And thank you.
That's good.
And, you know, two of themturned into 15-minute
(02:47):
conversations.
And it was great.
It was incredible.
So I'm just ready to build onit.
Let's build.
Good.
I love it.
Maddie?
SPEAKER_01 (02:58):
Kind of the same.
I mean, the people that I talkedabout last week, one lives in my
house.
So that was easy to, I didn'treally give too much detail
because I think that, I thinkhe'll listen, you know?
And so it'll be more of aspecial thing for him to hear
it.
Oh, yeah.
I spoke with my mom and shedoesn't understand podcast.
(03:21):
So she's like, so wait, what areyou doing?
I'm like, okay.
Nevermind.
I was having a conversation and
SPEAKER_03 (03:28):
good.
So I'm really enjoyed our talkslast week, um, as well.
And, uh, there's always thingsto learn at each one of these.
When you go back and reflect andyou reach out to people and
that, that leads to a goodstory.
And so it's awesome.
SPEAKER_01 (03:43):
That was really good last week to tell us to go and
reach out to the people.
SPEAKER_03 (03:49):
Yeah, it was.
Thank you for the challenge.
SPEAKER_01 (03:51):
Yeah.
SPEAKER_03 (03:52):
So this week we're going to talk about, um,
Leadership mandates.
And so today, essentially, we'regoing to cover some necessary
attributes of the leader, andthen we're going to spend weeks
unpacking this.
This is really where ourteaching is going to come from.
A lot of the stuff that we're,what I call mandates, people
(04:17):
call them traits or attributesor whatever, but I call them
mandates because, in my opinion,they're necessary.
And a mandate is, in fact, orcommand or authorization to act.
So if you wanted to define amandate, there's a bunch of
different ways to define it, butwhen you Google it, like we
always talk about fordefinitions, a contract by which
(04:41):
one engages to perform servicesfor another, okay?
And so if you don't knowalready, leadership is about
serving others, right, all thetime.
And so...
when we think about what amandate is, I thought that
leadership, there's these thingsthat you have to do in order to
(05:02):
lead.
And I have 20 written down.
There's probably 30.
I'm not smart enough to come upwith all of them, but I'm sure
there's more.
Or somebody might read this listand say, oh, I don't think
that's necessary.
Well, maybe we do, right?
So anyway, nonetheless...
These are all very important toleadership.
(05:24):
And so leadership is about theact of service to others.
And so we're going to go throughthese attributes one by one.
I'm going to read all 20 ofthem, and then we're going to
talk about each one of them forthis podcast.
And then, again, the nextpodcast we do in between guests
will be talking about each oneof these in depth.
(05:47):
Cool.
SPEAKER_02 (05:48):
I love the list.
I saw the list, and I'm like,ooh, that's a lot.
Let's do this.
It's really
SPEAKER_03 (05:55):
good.
So you could take the idea.
After about, I guess it'll be 20weeks of our podcasting, someone
that is new into leadership cango and start with number one and
listen to them for however manyweeks or whatever it takes, and
they could very well say, hey,I've been to school.
(06:17):
I can go lead.
SPEAKER_00 (06:20):
That's the hope.
SPEAKER_03 (06:21):
Right.
That's the hope.
And then, of course, theinspiration to do so.
And then, of course, we knowthat leadership is going to
create an impact.
So there you go.
All right.
I'm going to read the list realquick, and then I'm going to hit
you guys up.
Okay.
So let me say this, too.
(06:42):
These traits ought to be studiedand focused on in some way.
for someone to lead well.
Okay.
Remember we talked aboutintentional.
Maddie's word for 2025.
That's right.
Being intentional.
If you're intentional aboutthese 20 things, then you will
find yourself leading everytime.
(07:03):
All right.
Number one.
Oh, and then you can say aperson of ownership.
Number two, clarity.
Number three, servanthood.
Number four, passion.
5.
Discipline 6.
Determination 7.
(07:24):
Humility 8.
Courage 9.
Recognition of Others 10.
Vision 11.
Integrity 12.
Character 13.
Resolve 14.
Prudent 15.
Temperate 16.
(07:46):
Meekness Number 17, honest.
18, delegation.
19, consistency.
And number 20, resilience.
Last but not least, resilience.
So anybody got any commentsabout that list?
(08:06):
First take.
SPEAKER_01 (08:10):
I kind of feel like a lot of them...
When I first listed the list, alot go hand in hand, but they...
don't always end up hand inhand.
So that was my first thought.
SPEAKER_03 (08:27):
I would agree.
A lot of them do go hand in handfor sure.
SPEAKER_02 (08:35):
It really just makes me think of my entrepreneurship.
It makes me think ofentrepreneurship.
And yeah, I mean, I guess it isthe same as leadership.
Entrepreneurship is leadership.
And, you know, but when I lookat this list, I'm just like,
yeah, like those are things thatI want to strive to focus on.
(08:56):
And I don't like, you know,don't necessarily stop and think
about any of this stuff.
SPEAKER_03 (08:59):
Right.
SPEAKER_02 (09:00):
Yeah.
I tell myself I need to be moredisciplined all the time.
Yeah.
But I can go through this listand I'm like, yeah, let's really
unwrap each one of these.
I'm excited to do it.
SPEAKER_03 (09:13):
It's very cool.
So, I started with ownership,and I want to talk about that
one a good bit.
Have you guys ever read the bookExtreme Ownership by Jocko
Willink?
He wrote a book called ExtremeOwnership, and he talks about
how owning it, fully owning it,is a big part of leadership.
(09:36):
And he wrote a whole book on it.
It's very good.
It's got war stories and stuffin it, so you relate to that
kind of stuff.
I read it twice, and it's reallya good book.
Probably one of my favorites.
Lots of stuff in there that I'llsay are convicting because if
you're not, again, intentionalall the time, you can get
(10:00):
clouded.
So ownership is the key thatunlocks the door for many into
leadership.
And so in order to get anyone tofollow you, in my opinion, it's
necessary.
You can't be a leader withoutownership.
Whatever it is that you do,ownership applies.
And so you have to believe inwhatever it is that you're
trying to sell to others.
(10:23):
You have to own it.
You have to hold it close andcare about what you're doing.
If it is well, if it goes well,then it's yours to carry.
If it goes sour, it's stillyours to carry, right?
And no matter what, you have toown it.
And so I'm guilty, right?
I don't know about y'all, butI'm guilty of, at times, if I'm
(10:44):
not in the right place in myheart, I tend to say, man, what
happened here, right?
Even though I'm responsible.
So you go to your subordinates,we'll call them, or your
followers, or your people thatwork for, the people on your
team, whatever you want to callthem.
And a problem has happened andyou just, look, you start
(11:06):
unloading because you need toget corrected.
And If you're not careful,you'll do too much of that,
right?
And so you have to remindyourself to own it, even when it
goes bad.
And so when I, again, when Iread that book, and there's some
really cool stuff on YouTubefrom Jocko, where he does public
(11:27):
speaking as well, right?
So he's public speaking on astage, and he's addressing this
book, and he's talking about it.
And when I was listening to...
a YouTube video that he hadmade, it was convicting because
there's been times when in mylife where stuff went bad and I
(11:48):
shifted the blame.
And I thought, man, you idiot.
You got it wrong.
And so anyway, I don't know.
Has there ever been a time wherethat happened to y'all, either
of y'all, that she would bewilling to share?
UNKNOWN (12:03):
Yeah.
SPEAKER_01 (12:04):
Well, I want to say one thing first.
The shifting blame is so humannature that I think that that is
when you can take ownership.
That's, I mean, it's just in myhead right now.
The fact that ownership is thenumber one that we're going to
talk about and shifting blame isjust the number one thing that
(12:26):
people are just, it's justeasier to do that, you know?
So it's kind of, I don't know.
It just shows you that ownershipis a really great thing.
mandated attribute for her beinga leader.
SPEAKER_02 (12:38):
I mean, she's absolutely right.
Like, it's just so easy to say,well, this would have worked out
and the outcome would have beenbetter or correct had you not
done something right.
When in actuality, I need tosay, no, it's something that I
could have done differently andtaken responsibility and just
caring about those outcomes.
(13:01):
She's right.
I mean, it's just so easy.
It's just so easy to just Put iton somebody else.
SPEAKER_03 (13:07):
Ownership is very high in importance in a leader.
But it's one of those things.
Again, it's not easy.
Like you said, Matty, it's inyour nature to back that out.
I don't want it.
It went bad.
I don't want anything to do withit.
And so it is our nature.
And so the leader, the greatleader, steps in, takes
(13:32):
responsibility.
Jaco says a leader who takesfull responsibility yet does not
take credit but bestows thathonor upon his people.
So no credit, right?
Like you talked about last weekor the week before where you
talked about Maddie.
She never takes credit.
We talked about receiving that,but you don't look for the
(13:56):
credit, right?
And it'll come, but don't lookfor it.
And so it's a completelydifferent mindset.
Number two, ownership's good,right?
All right, number two, clarity.
Now, this is one of my favoriteones, and the reason this is one
of my favorite ones is becauseit's also super important.
(14:18):
Clarity is super important forthe leader.
He must be clear abouteverything.
Some people would argue it's themost important.
Well, that's hard to do.
When you've got all thesedifferent attributes, it's hard
to put which one's the mostimportant.
We may talk about that at theend.
But there's no room, I said notmuch room, there's no room for
(14:40):
gray in leadership.
Black and white, cut dry, is theonly way to be.
This also builds trust.
All right?
So, you must always setexpectations, manage to those.
This applies to raisingchildren, managing people at
every level.
(15:01):
So, I went to a class one time,I believe it was Emory
University class on managementyears ago.
And we learned how to be reallyclear.
And so they say you can say youhave to give someone
instruction.
(15:22):
I tell you what, let's say,Maddie, have you ever had to
give somebody instruction to dosomething?
SPEAKER_01 (15:28):
Yes.
SPEAKER_03 (15:28):
Who?
SPEAKER_01 (15:31):
In all walks of life.
Being a mom.
Your kids, you gotta tell.
Your husband, you gotta tell.
Work.
Training people at work.
I
SPEAKER_03 (15:44):
assume you've told someone to do something and they
didn't do it right.
Right.
At some time.
It's probably because you didn'tcommunicate it clearly.
Right?
Yeah,
SPEAKER_01 (15:54):
I
SPEAKER_03 (15:54):
mean...
Most of the time.
SPEAKER_02 (15:56):
It's...
clarity is definitely on thislist.
Something that I look at andit's like, yeah, we could
definitely work on that.
And, you know, working increative, I kind of have the
mindset like, Hey, I trust you.
Like, just go, just do it.
But I know that there's timesthat not, you know, Maddie or
someone else would like somemore direction and that would
benefit both sides.
(16:17):
And just kind of, even if it'sjust, you know, brainstorming,
but you know, like I said, it'ssomething that I could
definitely, uh, focus on workingon and being more clear and
direct on the expectations thatwe're looking for in a project.
SPEAKER_01 (16:30):
I think it's hard, too, because when you're in the
day-to-day, your day-to-daylife, whether it's a profession,
like you're at your work, you'rebeing a mom or a dad, you're
being a friend, the, how you'rethinking or trying to
communicate things to the peoplearound you, it makes sense to
you in your head, but sometimesthere's always like a follow-up
(16:53):
or does that make sense to me orto you like it is what I'm
saying confusing at all or itasking if they if you can
provide more clarity you knowlike you might think in your
head oh I'm doing this is I knowexactly what I'm saying if they
don't get it I've given it inone two three four um steps and
(17:14):
they still might not get it soit's kind of taking that step
back and hey you are you goodyou got everything you need
Getting
SPEAKER_02 (17:21):
that reassurance.
SPEAKER_03 (17:23):
Yeah.
It's interesting because clarityis founded in communication,
right?
And so when you talk about theleader's communication, which is
very important, the leader mustcommunicate, over-communicate,
right?
But I can think back to a timewhere, you know, you're showing
someone a task at work, right?
(17:46):
And, you know, you need to...
to do it this way.
Say you have a new person that'snever been there, never been
exposed to it, and so you'reteaching them how to do the job.
And so the class that I went toat Emory said you tell them,
number one, tell them.
Number two, have them tell youback.
Because sometimes people don'thear what you say the way you
(18:07):
said it.
And you may think, I said it theright way, but they didn't hear
it the right way, so have themrepeat it to you.
Okay, so you tell them, you havethem tell you, And then you show
them and you have them show you,right?
And this method ensures thatwhatever the expectation is,
it's clear, okay?
(18:28):
And so after someone has told,has received it and told it and
then watched it and then doneit, they can think that it's
clear, right?
And then if at that point, ifthey've screwed up, then
probably a deficiency, right?
So we got to work on that.
You know, and hey, look, ittakes people practice to do
(18:51):
things.
But anyhow, so that one's super,super important.
Number three, servanthood.
Now, you could say serve, youcould say serving.
I always called it servanthood.
But the leader ought to serve atsome level.
Now, some people have adifferent leadership styles and
(19:12):
they'll say, you know, that'snot my style.
But The stronger leaders tend toserve, right?
So always seek to serve, not tobe served.
Should you ever decide that youwant to be served, you will
begin to lose your influencewith humans.
And, you know, you may maintainyour position, but you'll lose
(19:37):
your influence.
So sometimes a leader can be ina position where maybe he is
being served.
And Again, if he loses touchwith the desire to serve them,
his people, then he'll just leadfrom a position and not from
(19:58):
actual influence, which is whatis necessary to lead well.
So you ought to consistentlyevaluate how you are serving.
I'll tell a quick story.
So when I was– I used to run ashop years ago.
And I had a crew of about 20, Idon't know, anywhere from,
(20:21):
depended on, I ran it forseveral years, but from 10 to 30
people, maybe 25 people,whatever, depending on what we
were doing, really busy or not.
But I would force myself toserve in front of those people
because it was, you'd call itforced humility, but I would go
(20:43):
get the broom and go sweep thefloor.
And not for any other reasonother than humility has to be–
sometimes you have to forceyourself to be humble.
And people that don't say, no,you don't have to do that, well,
maybe not you, but I did.
I had to force myself to behumble.
(21:03):
You just don't ever want toforget where you came from,
right?
And so consistently evaluate howyou're serving, and if your
serving hand is fading, set yourmind– uh, to, to bring it back
up and serve others around you.
Can you think of a time whereyou've served people
intentionally?
SPEAKER_02 (21:25):
Well, it makes me jump back to when I was in my
twenties and an owner that Iworked for, I'm working at
Mellow Mushroom and this guy,you know, he, he was the owner
and he had his moments.
It's like any else.
But he, he, also was so good atconnecting with us and making us
(21:49):
want to work hard he had a wayto influence and lead us and it
was it was he wouldn't ask me todo anything that he wouldn't do
himself and that's what i thinkof and i think of him like hey
he's doing the dishes he'ssweeping the floor he's mopping
(22:09):
like he'll he'll do whateverneeds to get done especially
when we're overworked.
And if we're overworked and we,you know, he's like, Hey, I got,
I'll finish this up.
You go do such and such to me.
Like, that's just what it alltook, took it back to, took me
back to.
It's good.
SPEAKER_01 (22:25):
What I think about, which, um, that's kind of bad
because I can think of morestories and more situations that
I've been in and encountered,um, where people aren't, you
know, like leaders of wherever Iam are not serving.
So it's like, I worked for acompany and, you know, just
(22:47):
employee appreciation typestuff.
I was not top tier, but not toptier manager, but right below
it.
And I always would try and, hey,let's, can we do something for
the employees this week?
You know, it's National CookieDay.
Let's do just little things.
And the top tier, not ownership,it was just managers were like,
(23:11):
we don't, they don't ever doanything for us, you know, and
just kind of, it's like, what?
No, that's not the point.
So I think that, um, in myprofessional career, um, I've
had more contact with leaderswho are supposed to have these
qualities.
And now that we're talking aboutthem, like what you just said,
(23:32):
um, you know, he'd sweep thefloor, he'd clean the bathroom.
Like one of my guys would nevertouch a toilet.
Like, like the toilet, Thetoilet in our employee hall
needed to be plunged and herefused to do it.
So it's like, okay,
SPEAKER_03 (23:49):
that's kind of.
Well, those people, and listen,they'll still leave from a
position and they'll stay there.
They're not going to growanymore.
You know, the leader thatexhibits these things is just
going to get in a jet.
Right.
And I mean, you'll have leadersof all walks of life that don't
exhibit some of these well.
But they may exhibit some othersokay or well.
(24:11):
And so, again, we're talkingabout leadership greatness.
And so you're going to find thatin everyday life that you're
going to bump into people thatare leading from a position and
that are not students of it anddon't really care.
They were really smart and theydid something great and they got
in that position and they'llhold it as long as their
influence is what it is.
SPEAKER_01 (24:33):
Well, I think, too, More on the business side and
professional side of things.
Those types of leaders that havemaybe some of the qualities and
not greatness.
Underneath them, they don't staylong.
You're not going to stay in aposition where you're not
learning from the person aboveyou.
(24:54):
I thrive on being able to pickthe brain of my boss and
managers.
Yeah.
And watching them lead now.
Good.
SPEAKER_03 (25:08):
So I want to say this really quick.
We've got to roll on.
But servant leaders, I'll tellyou, the first week we talked
about leaders and somebodymentioned Elon Musk.
So Elon Musk, I read this.
I don't know if it's actuallytrue, but that when they were
(25:28):
building the the rocket to Marsand all that stuff.
And they, you know, they had, Ithink Tesla was in trouble.
Anyway, long story short, ElonMusk is a servant leader.
And the reason I know that isbecause he sat, he stayed at
work at the factory.
(25:48):
And so they said that he sleptunderneath his desk.
And I said, well, why in theworld would that dude sleep
under his desk?
And he said it.
Because he wanted the workers inthe factory to know that he was
committed, right?
He was there.
SPEAKER_00 (26:05):
Yeah.
SPEAKER_03 (26:05):
And so he consecutively, he stayed there
and he slept under his desk sothat as the people walked by,
they seen him sleeping.
And, you know, his followerstalk about how committed that
guy was and how that inspiredthem to do more.
So a servant leader that doesthat that serves no matter what,
(26:29):
inspires other people to do thesame.
Right.
And so anyway, I thought thatwas a really cool story.
You should look it up if youhaven't read that.
Number four is passion.
We talked about this a littlebit last week, but it is
absolutely imperative that theleader exhibit passion for
whatever it is that they areleading.
(26:51):
If they do not exhibit passionfor what they are leading, then
their leadership will suffer youcan't lead people like a dud
right so we talk about theimportance of positivity and
looking under the wet sidelooking under the leaf you know
a glass half what full insteadof half empty so your passion is
(27:17):
required to move the needle inyour leadership and excitement
and passion is contagious inyour influence Um, can y'all
think about, well, I think wewent over that last time.
Somebody that's really,
SPEAKER_02 (27:31):
this, this is my shit right here.
Like enthusiasm.
Yeah.
And just getting people up for,yeah.
To me, I think about like, I canfind joy in the smallest of
things.
Changing a diaper.
I'm happy cooking dinner.
I'm happy.
It doesn't matter what I'mdoing.
I'm doing a happy, I'm doingenthusiastically and it is
(27:51):
contagious.
It's 100% contagious.
SPEAKER_03 (27:53):
I tell you the other day when I called you, I mean,
dude, I called Danny and I waslike, he's like, hey man, what
are you, let's go.
And I'm like, dude, you'realways so fired up.
It, it helped me that day.
Yeah.
Like I hung up with you and Iwas like, man, I need that.
And it, let me give somegoosebumps.
Cause look, if I'm honest,there's days when I'm like
(28:14):
dreading it.
I'm like, I'm, I'm about to gostare at the sheet rock.
Okay.
Because I'm blistered and my cupis empty.
And calling Danny that day, the,The excitement, the passion that
he, and just the way he led theconversation, it was good.
Thank you.
Call me.
Look at that.
Yeah.
So, yeah, but that's good,Maddie.
SPEAKER_01 (28:38):
Yeah.
No, I mean, I think passion foranything, whether it be lifting
up a friend when you give them aphone call or, you know, being a
boss at work.
If, like, you're...
Your emotions and yourenthusiasm, your passion will
rub off on everyone.
And I mean, I think that that isa one.
(28:59):
I mean, that's a number top fivefor me, I think.
SPEAKER_03 (29:03):
And it's a choice.
It is.
Yeah, absolutely.
It is.
It is.
Just do it.
Intentional.
That's right.
About being passionate.
Yeah, I love it.
Number five is discipline.
This one's important.
Man, they're all important.
SPEAKER_00 (29:19):
I know.
I'm like, wait.
SPEAKER_03 (29:21):
Discipline, dude, is so important because discipline
gives you leadership capitalwith disciplined people.
Another person recognizesdiscipline in another person's
life.
And discipline in yourself makesyou, I mean, it makes you who
(29:42):
you are.
If you're disciplined, thenpeople can follow you.
And It's acceptable.
People that are not disciplinedwill only lead others that are
not disciplined.
Think about that.
SPEAKER_01 (29:55):
That's pretty awesome.
SPEAKER_03 (29:57):
Yeah.
So if you're not disciplined,then you're going to lead other
people that are not disciplined.
You will not lead people thatare disciplined.
Ever.
Because they know it.
They see it.
They feel it.
So, like, it sounds crazy, butBeing the first one to work and
the last one to go home.
Now, you know, is that alwaysnecessary?
(30:19):
No.
But those are the kinds ofthings that people notice.
They notice that you do what youdo and how you do it.
And discipline is noticed everytime.
And a really disciplined person,leader, will not be drawn to an
undisciplined person.
SPEAKER_01 (30:39):
And they won't stay long.
SPEAKER_03 (30:40):
No.
No.
SPEAKER_01 (30:42):
If they, you know.
I think it goes back to claritytoo.
Like clarity and discipline arekind of one of the ones that I
was thinking about hand in handbecause, you know, if you're
clear on your path and yourcommunication skills and you're
disciplined on what they'resupposed to do and what you're
(31:03):
supposed to do and I don't know,I just think that it hit the
nail on the head when you saidthat They don't, like
non-disciplined leaders willlead non-disciplined people.
Every time.
And if you get a disciplinedperson that you're leading and
you're non-disciplined, thenthey won't be there long.
SPEAKER_03 (31:19):
That's right.
Yep.
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