January 28, 2025 • 34 mins
In this part 2 eipsode 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 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.
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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Episode Transcript
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SPEAKER_03 (00:01):
Welcome to Impact Podcast.
My name is Jeremy Melton and I'myour host along with Daniel and
(00:24):
Maddie For the next 30 minutesto an hour, or however long you
choose to tune in, on this show,we're going to uncover some
things that will help you onyour journey to make an impact
on the world that we live in.
Our highlight question is, whatkind of impact are you making on
the world that we live in?
And remember, our goal on thisshow is to generate the desire
to understand it sooner ratherthan later.
(00:46):
This is episode number four.
And last week in episode numberthree, we talked about
leadership mandates.
We're going to go through thosetogether.
So how about we just getstarted?
Number six, determination.
Determination is importantbecause the cards will fall out
(01:09):
of favor from time to time.
And Your determination, andthere's some resolve.
We're going to talk about thatin a minute too.
Like you said, they go hand inhand.
The leader will fail in somecapacity on a regular basis.
The leader will.
It's just the way it works.
If you're not failing, thenyou're not maximizing your
(01:31):
potential.
If you're not failing, thenyou're not doing something
right.
You need to get to doing somemore difficult things because
you want to fail.
Failure is where you learn.
And years ago, I read a book onfailure.
And man, how important failureis as a person, as a leader, but
(01:53):
even as a human being.
It's very important to fail.
It's something.
And so the whole world hasraised us, no, don't fail.
Well, dude, you're not evergoing to grow.
That's how you grow, right?
And so can y'all ever think of atime where...
You had to be determined.
(02:15):
Your determination level wentup, and you overcame something.
I think we talked about that thefirst week, too.
But if you have a quick storywhere you had to be determined
SPEAKER_01 (02:27):
to get it done.
I mean, I just jump into beingdetermined, but failures.
And I just had a project justthis week, and it was a client
that I really wanted to knock itout of the park.
And she said, I want this.
It was very clear.
This is what I want.
And I said, I got you.
(02:49):
Was it above my capacity and myabilities a little bit?
But I pushed myself and I waslike, let's, you know, we went
hard and I spent way more hoursthan I should have on the
project.
Was it perfect?
No.
Was she happy?
Well, to be determined.
But, It didn't matter.
(03:09):
I said, yes, I'm going to do it.
And I put it together, and Ipushed my own abilities.
And even if it's not thatproject, the next project is
going to benefit from that.
Oh, yeah.
I fail every single day.
Every single day.
SPEAKER_03 (03:28):
Me too.
SPEAKER_01 (03:29):
It's all good.
And I just think it's important,just like, yes, we're failing
every day, but how do you handlefailure?
How do you...
SPEAKER_03 (03:37):
You have to fail and you have to get back up.
And again, if you're notfailing, it's like, man, let's
try something else.
Let's do something that makes ithard.
Number seven is humility.
We talked about that last week.
We beat it in the ground.
But I'm going to read this thatI wrote.
(03:59):
So one of the most dynamicleadership lessons that I ever
learned, I actually say it, Itaught myself, I read the book
of Nehemiah, and it's in theBible, of course.
Years ago, I did a Bible studywith my pastor at the time.
(04:22):
This was back in 2015, May of2015, I believe is when it was.
But we did a leadership study onthe book of Nehemiah, on
Nehemiah.
And then later on, I went backand read the book and I went
through and picked out all thesedifferent things.
We're actually going to do thatstudy on here one day.
(04:42):
But Nehemiah did not regardhimself higher than those that
were with him.
And so he was the governor andhe stayed with the people.
But it was early on in my careerand my development as a leader
that where I learned whatNehemiah did.
And a lot of y'all might bethinking, well, I don't even
(05:02):
know what Nehemiah did.
But he rebuilt the wall in theBible.
And I'm not going to get intothat deep today because we're
going to do it later.
But essentially, the lesson thatwas taught was he was never
better than his people, neverhigher than his people.
And in fact, he devoted a wholechapter, I believe it was a
(05:23):
whole chapter, to...
talking about what his peoplehad done.
He basically committed, he wrotethe book, but he committed a
whole chapter to say, this guydid this, this person did this,
this person did this, thisperson did this.
Very cool.
But again, we talked abouthumility, and that's what that
(05:44):
is.
Part of that is that humility.
Humility is critical for aleader.
It's not always present.
like we talked about, but it'scritical.
And then, of course, basicallydon't get caught up in the
(06:05):
worldly rankings and seek to beequal with others.
Seek to put everyone else aboveyou.
That's humility, right?
Everyone else has to be betteror more important than you.
And So cultivate humilityconstantly.
Now, I don't want to beat a deadhorse because we talked about it
(06:27):
a lot last week, but do y'allhave anything on that?
SPEAKER_00 (06:31):
This one's a hard one for me.
I've thought about it, too.
Earlier today, you said thatyou've thought about the three
H's.
And I really have, too.
I think that the other twohungry...
But the humble and humility,it's really hard for me to kind
(06:53):
of grasp that in my everydaylife.
We've done a lot of theseepisodes, and that's just the
one thing that really has stuckout to me that I feel like I
fail at.
SPEAKER_03 (07:07):
Hey,
SPEAKER_00 (07:08):
that's good.
I
SPEAKER_03 (07:09):
was going to say it.
Me too.
SPEAKER_01 (07:12):
Break the ice.
SPEAKER_00 (07:13):
Yeah, I don't know.
I fail at it
SPEAKER_03 (07:14):
every day.
SPEAKER_00 (07:16):
It's hard.
SPEAKER_01 (07:16):
Well, in everything we talk about, we talk about
how, like, do these things beintentional?
But humble is something thatit's difficult to be intentional
about because if you're beingintentional about being humble,
then...
Might be pride.
Yeah, exactly.
It's just tricky, you know?
And maybe it's just...
(07:37):
I don't know.
How is it created?
How do we really...
Latch on to it.
SPEAKER_03 (07:44):
The other day I sent y'all the thing that Pink had
said.
Did y'all watch that?
SPEAKER_00 (07:48):
I'd seen it before.
SPEAKER_03 (07:50):
She talks about Chris Stapleton and says he's
the most humble guy in the room.
Dude, that's what I want peopleto say about me.
SPEAKER_00 (07:58):
Right.
SPEAKER_03 (07:58):
But they're not because I'm not.
Look, I mean, let's just bereal.
SPEAKER_00 (08:03):
Yeah.
SPEAKER_03 (08:04):
It's so difficult to balance it because you want to
be humble.
But then you feel like you needto be confident, but there's
such a line there.
And at the end of the day, whenI hear someone is the most
humble guy in the room, it'slike, man, that's an aspiration.
And so you think, like you said,Daniel, how do you do that?
(08:25):
How do we find that?
Well, you've got to seek it.
You've got to be intentionalabout it.
But, man, just make it.
It ain't about you.
You know?
Right.
It's not about you.
SPEAKER_00 (08:34):
It's just really going back to the human nature
thing too, because it's justvery easy to just, and I think
of putting everyone beforemyself, of course, I'm like,
well, of course I put my kids,you know, that's the easy stuff.
It's the lady at the checkoutwhen you're, you know, like do
you, you're being intentional byasking these, how's your day
(08:56):
today?
Or, you know, stuff like that.
But do you really and truly feellike, Are you really putting
that person first?
Is that person really and trulyabove you?
Or are you just trying to makeconversation?
I don't know.
So I've really thought aboutthis one a lot.
SPEAKER_03 (09:11):
That's good.
SPEAKER_00 (09:12):
And we don't have to keep beating the dead horse.
Number eight.
Oh, we're going to keep talkingabout it.
I can't wait for that episode.
Number eight
SPEAKER_03 (09:19):
is courage.
Courage is the big one for usall to embrace.
Courage is strength.
Undefined because, and that'swhat I put here, but Courage is
necessary to lead.
Without it, you're not leading.
People will not see yourwillingness to fight, and you
(09:39):
must be willing to fight foryour people.
And I put that, fight for right.
Again, that courage is whatmakes people initially start
following you.
When you exhibit courage, and bythe way, people want a leader.
They do.
They starve for it.
(10:00):
I think it's in our nature.
We talk about our nature.
God made it.
He put it in us that we want aleader.
And they might say, I don't wantnobody.
But deep down, everybody wants aleader.
At least, I mean, even thestrongest leaders in the room
want a leader.
They need it.
(10:21):
And so, you know, then theultimate leader is Jesus, of
course.
But everybody needs a leader.
And courage...
is critical and imperative tothe leader's influence.
Number nine, recognition ofothers.
SPEAKER_00 (10:39):
Can I say something?
Sorry.
Oh, yeah.
Courage goes back to your story.
I can't remember which number itwas about the friend that's...
He wasn't involved in the thingat all, but he was like...
Tyler.
It was me.
Tyler's
SPEAKER_02 (10:52):
story.
SPEAKER_00 (10:52):
Oh, yeah.
And he was like, it was me.
And you were like, I'm veryproud of you.
That took courage as well.
That right there is like...
You're taking the blame foreverybody.
I mean, how scary could thathave been?
SPEAKER_03 (11:04):
Well, I mean, he could lose his job.
SPEAKER_00 (11:06):
Right.
Or
SPEAKER_03 (11:07):
whatever.
But you know what?
It didn't matter to him.
What mattered to him was hispeople.
SPEAKER_00 (11:12):
Right.
SPEAKER_03 (11:12):
And that's what, when I say that, that's the kind
of, those leaders will lead somepeople.
Those guys that are willing todo that are dynamic, great
leaders.
SPEAKER_00 (11:26):
Yeah.
SPEAKER_03 (11:26):
And yes, he had courage.
SPEAKER_00 (11:28):
And courage is scary.
I mean, I think that's a hugething is you can be courageous
in everything that you do, butthen there's a lot of things
that are very scary for people,like that situation.
It's like they had the courageto get through it when no one
else did.
So I don't know.
Sorry.
No, it's good.
SPEAKER_03 (11:49):
Good, good, good, good.
All right, so recognition ofothers.
And this is going to kind of goback.
That's important.
You've got to recognize that.
others not yourself we talkabout that and i told in
nehemiah chapter three itactually was chapter three where
he spent the whole chaptertalking about how those people
what they did and so uh butthat's super important number 10
(12:10):
is vision the great leader musthave vision or said in another
way direction right so you gotto know which way the boat is
going And the leaders must havea direction for others to
follow.
He or she must be able to sharethat vision and give direction
to whomever may be following.
(12:32):
And not when asked, but theleader ought to regularly be
casting vision.
Because at the end of the day,if you want to keep a team
together, then you've got totalk about where you're going.
And you've got to constantlyecho that over and over and over
again.
I have been in situations wherethe leader that I'm under is not
(13:01):
casting vision.
And whenever that's happening,you know, in 20 years it's
happened, right?
Whenever it's happening, thepeople, they just kind of
flounder.
And they do their own thing.
You don't even realize it, butit makes everyone suffer.
No vision.
then...
SPEAKER_00 (13:21):
No discipline.
SPEAKER_03 (13:22):
No discipline.
Well, everything else goes away.
SPEAKER_00 (13:25):
Yeah, I mean...
SPEAKER_03 (13:26):
Because there's no...
You know, the vision is what itis and it's where everybody's
going and the team, in order tokeep going that direction, has
to know where we're going.
And if you don't, all this otherstuff just kind of falls to the
side.
SPEAKER_00 (13:40):
Also, I think vision is more...
Long term, too.
So it's not just like a day byday thing.
So you're not just like, allright, today I know that I'm
going to go Christmas shoppinglater.
You know, like it's not it'svery it's it's the bigger scope.
It's the bigger picture of whatdirection you're going.
(14:03):
It's.
SPEAKER_01 (14:05):
Well, let's talk about this studio.
All right.
We're in my dining room rightnow.
Right.
But you both know this isn't.
the end of this vision.
This is just one small step inwhat I want all
SPEAKER_03 (14:22):
this
SPEAKER_02 (14:23):
to be.
Oh, yeah.
That's great.
SPEAKER_03 (14:24):
Yeah, we've talked about that, where we want to
take this podcast.
And you'll notice we'll texteach other and stuff along the
way to continue to keep that infront of us because, you know,
we're going to get tired.
You know, four or five moreweeks of this, you're going to
be like...
what am I doing?
We're going to do the podcast.
Well, we've got to continue tostoke the flame and talk about
(14:45):
where we're going.
Dee Brown's going to have abrick-and-mortar place where we
can go and sit and be set up forthis.
That's going to be good.
That's right.
It's happening.
I love it.
Number 11 is integrity.
The leader has to haveintegrity.
We talked about that.
The leader must do the rightthing when no one's looking.
(15:06):
Always...
Always.
Always.
And if he doesn't, thenleadership capital goes away,
right?
And like we talked about, it's awhole lot easier to get in a bad
spot than it is to get out ofit.
This is one of those times whereyou mess this up, it takes years
(15:27):
to overcome.
The leader will not overcome anintegrity break very quickly.
And I put character with it.
Number 12 is character.
A leader must have character.
He must be trustworthy and begood to keep their word.
How important is it that youkeep your word?
And I'm sure you were taughtthat as a child.
(15:50):
Keep your word, keep your word,keep your word.
But it is really important for aleader.
And never break the word.
in this life about the onlything you can protect that no
one can ever take from you isyour name and your word.
And so guard that witheverything that you have,
(16:10):
period.
Number 13 is resolve.
The leader must decide firmly ona course of action.
Without resolve...
the leader can, I'll say, kindof sway, right?
(16:35):
So when you say resolve, I mean,you have to be able to set
things in motion and then havethe courage and the resolve to
hold it, okay?
Even when the waves get high,even when the times get tough,
even when it gets hard, okay?
(16:57):
You've got to be able to plantyour feet as a leader.
Plant your feet.
Now, on the other hand, there'stimes where you've planted your
feet and you may find out thatyou've made a mistake, at which
point you need to have theresolve to pull it back and say,
all right, I've made a mistake.
And look, there's no one in theworld that does this better than
(17:20):
a leader that I know.
And hopefully someday he'll comeon here.
I'm not going to name his nameright now.
There's this guy.
And I'll talk to him later.
But he, man, when he screws itup, he'll tell you.
Like, and it's noticeable.
And it's not, I don't think it'sreally, it's genuine.
(17:40):
You would think, man, this guy,he does this every time.
But it's genuine.
He truly will beat on himself.
And he says, he'll tell you.
It's hard for anybody to beat onyou when you beat on yourself.
And like I said, I'm not goingto throw his name out just yet
because I'm going to talk to himfirst.
But if he'll join us, He's astrong leader, and he will tell
(18:03):
you real quick, man, I screwedup, and I'm sorry.
And that really helps me becauseI think, man, I don't, again, a
reminder for me, I don't do thatenough.
So number 14 is be prudent.
What does prudent mean?
Anybody?
I
SPEAKER_00 (18:22):
don't know.
I don't have Google.
SPEAKER_03 (18:24):
All right, so it's good, careful judgment with the
future in mind.
Okay?
Now, good, careful judgment withthe future in mind.
Maddie, can you think of a timewhere you were good?
(18:45):
You exhibited good judgment withthe future in mind.
SPEAKER_00 (18:51):
That's such a broad question.
SPEAKER_03 (18:53):
Well, let's look at it like this.
Sometimes a decision can be madequickly and sometimes you've got
to really think about it, right?
And what the consequences are ofthe future.
So if you're presented ascenario and you say, you know,
again, you can make a decisionor you can make a decision with
the future in mind.
(19:14):
Typically, the leader is facedwith decisions all the time,
okay?
And the leader...
does act quickly, makes decisivedecisions, but again, the
strongest leader with the mostinfluence is thinking about the
future, and that's prudent.
Being prudent is thinking aboutthe decision that you have with
(19:38):
the future in mind, with theconsequences in mind, with all
the bad things or all the goodthings that could come of that
decision.
SPEAKER_00 (19:46):
I've done many pro-cons lists.
I mean, that's kind of whatcomes to my head.
I don't think, I can't think ofsomething like...
SPEAKER_03 (19:53):
That's prudent,
SPEAKER_00 (19:54):
right?
Right.
So, and most of them on thepro-con list are, you know,
immediate pros and cons.
But then once you start diggingdown into the pro-con list, it
does definitely get more forfuture.
So...
I've definitely done it.
I just can't think of.
SPEAKER_03 (20:14):
Well, that's what being prudent is.
And the opposite of that wouldjust be to flippantly make
decisions without any concernwith how it affects the future.
SPEAKER_00 (20:25):
Right.
SPEAKER_03 (20:26):
And so, again, the leader is always looking ahead
and making decisions based onwhat's coming down the pipe.
SPEAKER_00 (20:34):
Right.
SPEAKER_03 (20:35):
And so that's important.
SPEAKER_00 (20:37):
I always have a, like thinking about that, at
what point is a question orwhere you have to decide
something reactionary whereyou're like, okay, yes, do that.
I mean, I guess in my head, I'mlike, I make so many decisions
every day that I'm just like,yeah, or no, let's not do that
(20:57):
or whatever.
And I think deep down I'm beingintentional on how I'm answering
the question or doing theactions or whatever, but I
don't, It's like, at what pointdo you sit there and really sit
and think how this is going toaffect the future?
SPEAKER_03 (21:16):
Right.
Well, that's important.
You've got to think about thefuture and how it affects your
team.
SPEAKER_00 (21:22):
So
SPEAKER_03 (21:23):
number 15 is be temperate.
Now, people are going, what doesthat word mean?
Well, self-control, right?
So temperate could be said tobe, I think Google says
self-restraint.
Either way, the great leadermust be able to control thyself
(21:45):
and emotion.
This one I struggle with.
If I'm honest, well, betweenthis one and humility and
probably all of them I strugglewith, but this one is high on
the list.
I'm a very emotional guy, andwhen I'm not in the right place
in my heart, I can just unloadAnd that hurts a leader, okay?
(22:11):
Big time.
Because a leader, the leader'ssupposed to be in control no
matter what.
And they always say the test ofa leader is when things aren't
going good, what place are theyin?
Well, yes, that's 100% right.
Because when everything's goingcrazy, it's haywire and people
are whatever, you want to be theguy or the girl that I'm the
(22:34):
leader, this is good, We'regoing to roll with the punches.
They talk about that, I think,in extreme ownership.
But being able to control youremotion is very important in
your influence.
SPEAKER_00 (22:49):
I think we talked about, or we kind of talked
about people's personalities anda lot of the leaders that we
brought up that were in ourpersonal lives is like everyone
was just the same.
It didn't matter if, you know,crap was hitting the fan or
whatever.
It's the same emotional, like,okay, what we're gonna do is
(23:10):
we're gonna do this.
Whether it's calm, whether it'senergetic or whatever, but they
were always the same.
I think that was maybe one ofthe first episodes that we did,
but I think that's a great one.
SPEAKER_01 (23:22):
It makes me think of, we used to say, organized
chaos.
And just no matter how wild,crazy things...
hey keep it here yeah keep itlevel yeah you want to keep it
you want to
SPEAKER_03 (23:38):
keep it level um and you know again this is my
struggle i'm on the struggle busbecause when things get sideways
i tend to get elevated like iget angry right i get mad i'm
like this ain't working we needleadership we need this we need
that we need this we need thatand look it's again I'm on the
(23:59):
struggle bus.
It's so difficult because whenyou're really passionate, you
really care, you really wanteverybody around you healthy,
and when it's not, you tend, atleast me, I tend to get
emotional.
And that's a bad place.
You've got to control it.
And so I've worked for years todo that, and I've never really
(24:20):
mastered it.
I don't know that I ever will,but I'm going to keep trying.
Number 16 is be meek.
Oh, I love that word.
I don't know why, but ever sinceI read that in the Bible, man,
it's a good word.
So many people might say theleader doesn't need to be meek
(24:41):
because that's weak.
And my old buddy pal JordanPeterson has a really cool
teaching on that.
I heard it from him, in fact, sohe gets the credit.
But meekness is not weakness.
To be meek...
is quiet and gentle.
Some people might say, who wantsto be that?
(25:02):
You don't want your leader to bequiet and gentle.
There is times when the leaderneeds to be quiet and gentle.
There's also times when theleader needs to be angry.
I believe that there's timeswhen the leader needs to show
his passion and show his angerat different times.
(25:23):
If all your people are beingtaken advantage of and you're
just sitting over there beingmeek, what are they thinking,
okay?
In my opinion, I want to followthe guy that has the courage,
that has the care, has theinside of him.
I want to see a heartbeat.
I want to see him get a littleworked up every now and then,
(25:44):
right?
Now, he needs to be in control.
He needs to exhibitself-control, but he needs to
get worked up every now and thenor what's inside of him, you
know?
And so Jordan Peterson said,being meek, is like having a
sword and knowing how to use it,knowing how to use it, but
keeping it sheathed.
(26:07):
And that's what Jordan Petersonsays.
And that, to me, it's like, man,that's awesome.
Because, again, he knows how touse it.
He's been trained to use thesword.
He can kill people, takepeople's head off, whatever.
But he keeps it in the sheathand tries to work it out
diplomatically.
That's meek.
And To me, that's a very strongone that we ought to look for.
SPEAKER_00 (26:33):
I think one of the ones that we talked about, too,
was your enthusiasm.
It rubs off on whoever you'rearound or whatever.
So being meek, gentle, andquiet.
Is that what you said?
Gentle and quiet.
It's just like if you approach asituation where someone's upset
or emotional or angry orwhatever, if you come in With
(26:56):
meekness, I feel like they'llend up mirroring
SPEAKER_03 (27:00):
each other.
That's good.
Mirroring's good.
Yeah.
That's good.
17 is honest, obviously.
We all got to be honest.
Honesty builds trust.
Trust builds leadership.
One must always be honest nomatter what the consequences
are.
Even little white lies are offthe table.
You cannot lie ever, ever, ever.
(27:23):
In order to grow in leadership,you must be trusted.
And you must be open.
And never conceal information orhide things.
If asked upon, right?
So, number 18, the ability todelegate.
This is necessary too.
Y'all seen me reading the Bibleearlier.
I was trying to get caught up onthat story.
(27:43):
But in Exodus, Moses was astrong leader, right?
Delivered the people.
But in Exodus, and you may notknow this, but in Exodus, Moses
was...
told that he needed to delegate.
And so you can go back and readit later.
We're not going to read it now,but I think it's in chapter 18
(28:03):
where Moses' father-in-law toldhim, hey, look, dude, there
ain't enough of you to go aroundfor all these people.
You're going to have todelegate.
And that's all throughoutScripture, by the way, which is
where a lot of leadershipprinciples come from, especially
in my list.
But You've got to go do thisdifferent because there's not
(28:26):
enough of you to go around.
Your ability to delegatedirectly impacts your
leadership.
You have to delegate.
You talked about it, Daniel,with your guys.
Go do this.
Go do that.
Make it happen.
That's it.
You've got to do it.
Anything on that?
SPEAKER_00 (28:45):
That's hard for me.
SPEAKER_01 (28:48):
It's something I'm definitely working on.
I want to...
SPEAKER_00 (28:53):
No one can do it better than me.
SPEAKER_01 (28:56):
And I really had to get over that my way is the
right way.
That's
SPEAKER_03 (29:04):
interesting you said that.
SPEAKER_01 (29:07):
Because, again, especially in creative, let's
talk about video.
I could take 10 minutes offootage and turn it into a
video.
And then I could hand it to eachof you guys, and you could turn
it into video, and it's art.
It'll be different.
They're all going to bedifferent.
There'll be three differentvideos, completely different.
And I got to the point where Iwas just spread too thin.
(29:32):
And I was like, I have todelegate, or this is my ceiling.
And it's like, is this where Iwant to be, or are we ready to
start investing and delegating?
SPEAKER_03 (29:42):
Right.
That's good.
Thank you for sharing.
UNKNOWN (29:46):
Yeah.
SPEAKER_03 (29:47):
Number 19 is being consistent.
The great leader must beconsistent in all his moves.
Inconsistency leads to distrustevery time.
You have to be consistent.
I had a guy that worked for meyears ago.
He told...
I don't remember who he wastelling, but...
(30:08):
Anyway, I'm not going to...
They were talking about me, andthe guy said in front of a bunch
of people...
Jeremy's very consistent.
And I thought, where did thatdude, what is it?
And I still to this day don'tknow what he said, but he said
it.
And I thought, man, that's good.
I need to be consistent,
SPEAKER_02 (30:27):
right?
SPEAKER_03 (30:28):
But it was a conversation we were having.
But to me, consistency is veryimportant.
Again, leads to trust.
Number 20 is resiliency.
Last but not least, he must beresilient.
The great leader must be able toget knocked down and get back
up.
Take a punch, right?
They must be able to fail andre-energize, learn lessons, and
(30:51):
come back stronger.
Again, failure is important, andyou will do it as a leader, and
you must be resilient because ifnot, you're going to get tired
because you're going to lose.
You're going to fail over andover and over again.
And being able to come backstronger is important.
So there's 20 of these.
All are values or traits orattributes or whatever you want
(31:12):
to call them.
We're going to call themmandates.
Mandates.
Mandates.
I like it.
And all of these are founded ontwo things, in my opinion, trust
and presence.
Trust and presence.
That is what the leader ought tostrive for.
You focus on these attributes,and you will be present and
(31:32):
trustworthy, and then beingpresent and trustworthy will
build your influence.
So what might you say is themost important attribute?
It's hard to even say.
SPEAKER_00 (31:42):
I don't.
UNKNOWN (31:43):
I don't know.
SPEAKER_00 (31:45):
I can tell you the hardest one for me is humility.
SPEAKER_01 (31:50):
Yeah.
SPEAKER_00 (31:52):
I don't know what the most important one is.
I feel
SPEAKER_01 (31:54):
like ownership.
You went first with ownershipand it kind of encompasses
everything.
It kind of like touches on likeit includes all of that because
if you can't own it, there'snothing.
SPEAKER_03 (32:05):
That's good.
So what about our guest?
Let's ask the guest.
Maybe like...
We're asking our guests, what doyou think is the most important
attribute to all the 20 that wecovered?
Tell us what you think is thenumber one important one, right?
Let's let them on our Facebookpage, maybe on the post, can
just comment what's the mostimportant.
(32:28):
That'd be cool.
Yes, sir.
Yeah.
We'll put it together.
Yeah, we'll put that together.
SPEAKER_00 (32:32):
Very cool.
SPEAKER_03 (32:33):
So,
SPEAKER_01 (32:35):
all right.
Anything else?
I have a key takeaway that Iwant to share with you guys.
And this was all beautiful andwonderful and a lot to think
about this week.
But you said a couple times youused the word leadership
capital.
(32:55):
And it really stuck with me.
And I've been sitting herethinking about leadership
capital.
And...
That's what I want to get.
Some more leadership capital.
And then it's like, okay, allright, all right, I understand
capital, and I'm going to go getmoney.
Currency.
Currency.
I want to go get leadershipcurrency.
That's right.
And what do I need to do to dothat?
Yeah.
That's what I want to thinkabout.
SPEAKER_03 (33:17):
Yep.
Yeah, currency, that's what itis, essentially.
Leadership capital, leadershipcurrency.
You do...
You get.
SPEAKER_01 (33:26):
And I think of my kids at school and getting
little clips and rewards.
I want us to set up ourlittle...
Gold star.
Oh, man.
Maybe we can set up a littlesystem so we can give each other
some leadership capital.
Yeah.
Yeah,
SPEAKER_03 (33:42):
that's good.
How much you got in the bank?
SPEAKER_01 (33:46):
Excellent.
Good stuff, Jeremy.
Thank
SPEAKER_03 (33:47):
you.
SPEAKER_01 (33:48):
Thank you, Maddie.
SPEAKER_00 (33:48):
Yeah.
SPEAKER_03 (33:49):
All right.
We're signing out.
SPEAKER_00 (33:51):
I guess so.
SPEAKER_03 (33:52):
Thank y'all.
Appreciate it.
Signing off.
SPEAKER_01 (33:56):
Great job.
One hour.
SPEAKER_03 (34:01):
Yeah, I felt that
Welcome to Impact Podcast.
My name is Jeremy Melton and I'myour host along with Daniel and
(00:24):
Maddie For the next 30 minutesto an hour, or however long you
choose to tune in, on this show,we're going to uncover some
things that will help you onyour journey to make an impact
on the world that we live in.
Our highlight question is, whatkind of impact are you making on
the world that we live in?
And remember, our goal on thisshow is to generate the desire
to understand it sooner ratherthan later.
(00:46):
This is episode number four.
And last week in episode numberthree, we talked about
leadership mandates.
We're going to go through thosetogether.
So how about we just getstarted?
Number six, determination.
Determination is importantbecause the cards will fall out
(01:09):
of favor from time to time.
And Your determination, andthere's some resolve.
We're going to talk about thatin a minute too.
Like you said, they go hand inhand.
The leader will fail in somecapacity on a regular basis.
The leader will.
It's just the way it works.
If you're not failing, thenyou're not maximizing your
(01:31):
potential.
If you're not failing, thenyou're not doing something
right.
You need to get to doing somemore difficult things because
you want to fail.
Failure is where you learn.
And years ago, I read a book onfailure.
And man, how important failureis as a person, as a leader, but
(01:53):
even as a human being.
It's very important to fail.
It's something.
And so the whole world hasraised us, no, don't fail.
Well, dude, you're not evergoing to grow.
That's how you grow, right?
And so can y'all ever think of atime where...
You had to be determined.
(02:15):
Your determination level wentup, and you overcame something.
I think we talked about that thefirst week, too.
But if you have a quick storywhere you had to be determined
SPEAKER_01 (02:27):
to get it done.
I mean, I just jump into beingdetermined, but failures.
And I just had a project justthis week, and it was a client
that I really wanted to knock itout of the park.
And she said, I want this.
It was very clear.
This is what I want.
And I said, I got you.
(02:49):
Was it above my capacity and myabilities a little bit?
But I pushed myself and I waslike, let's, you know, we went
hard and I spent way more hoursthan I should have on the
project.
Was it perfect?
No.
Was she happy?
Well, to be determined.
But, It didn't matter.
(03:09):
I said, yes, I'm going to do it.
And I put it together, and Ipushed my own abilities.
And even if it's not thatproject, the next project is
going to benefit from that.
Oh, yeah.
I fail every single day.
Every single day.
SPEAKER_03 (03:28):
Me too.
SPEAKER_01 (03:29):
It's all good.
And I just think it's important,just like, yes, we're failing
every day, but how do you handlefailure?
How do you...
SPEAKER_03 (03:37):
You have to fail and you have to get back up.
And again, if you're notfailing, it's like, man, let's
try something else.
Let's do something that makes ithard.
Number seven is humility.
We talked about that last week.
We beat it in the ground.
But I'm going to read this thatI wrote.
(03:59):
So one of the most dynamicleadership lessons that I ever
learned, I actually say it, Itaught myself, I read the book
of Nehemiah, and it's in theBible, of course.
Years ago, I did a Bible studywith my pastor at the time.
(04:22):
This was back in 2015, May of2015, I believe is when it was.
But we did a leadership study onthe book of Nehemiah, on
Nehemiah.
And then later on, I went backand read the book and I went
through and picked out all thesedifferent things.
We're actually going to do thatstudy on here one day.
(04:42):
But Nehemiah did not regardhimself higher than those that
were with him.
And so he was the governor andhe stayed with the people.
But it was early on in my careerand my development as a leader
that where I learned whatNehemiah did.
And a lot of y'all might bethinking, well, I don't even
(05:02):
know what Nehemiah did.
But he rebuilt the wall in theBible.
And I'm not going to get intothat deep today because we're
going to do it later.
But essentially, the lesson thatwas taught was he was never
better than his people, neverhigher than his people.
And in fact, he devoted a wholechapter, I believe it was a
(05:23):
whole chapter, to...
talking about what his peoplehad done.
He basically committed, he wrotethe book, but he committed a
whole chapter to say, this guydid this, this person did this,
this person did this, thisperson did this.
Very cool.
But again, we talked abouthumility, and that's what that
(05:44):
is.
Part of that is that humility.
Humility is critical for aleader.
It's not always present.
like we talked about, but it'scritical.
And then, of course, basicallydon't get caught up in the
(06:05):
worldly rankings and seek to beequal with others.
Seek to put everyone else aboveyou.
That's humility, right?
Everyone else has to be betteror more important than you.
And So cultivate humilityconstantly.
Now, I don't want to beat a deadhorse because we talked about it
(06:27):
a lot last week, but do y'allhave anything on that?
SPEAKER_00 (06:31):
This one's a hard one for me.
I've thought about it, too.
Earlier today, you said thatyou've thought about the three
H's.
And I really have, too.
I think that the other twohungry...
But the humble and humility,it's really hard for me to kind
(06:53):
of grasp that in my everydaylife.
We've done a lot of theseepisodes, and that's just the
one thing that really has stuckout to me that I feel like I
fail at.
SPEAKER_03 (07:07):
Hey,
SPEAKER_00 (07:08):
that's good.
I
SPEAKER_03 (07:09):
was going to say it.
Me too.
SPEAKER_01 (07:12):
Break the ice.
SPEAKER_00 (07:13):
Yeah, I don't know.
I fail at it
SPEAKER_03 (07:14):
every day.
SPEAKER_00 (07:16):
It's hard.
SPEAKER_01 (07:16):
Well, in everything we talk about, we talk about
how, like, do these things beintentional?
But humble is something thatit's difficult to be intentional
about because if you're beingintentional about being humble,
then...
Might be pride.
Yeah, exactly.
It's just tricky, you know?
And maybe it's just...
(07:37):
I don't know.
How is it created?
How do we really...
Latch on to it.
SPEAKER_03 (07:44):
The other day I sent y'all the thing that Pink had
said.
Did y'all watch that?
SPEAKER_00 (07:48):
I'd seen it before.
SPEAKER_03 (07:50):
She talks about Chris Stapleton and says he's
the most humble guy in the room.
Dude, that's what I want peopleto say about me.
SPEAKER_00 (07:58):
Right.
SPEAKER_03 (07:58):
But they're not because I'm not.
Look, I mean, let's just bereal.
SPEAKER_00 (08:03):
Yeah.
SPEAKER_03 (08:04):
It's so difficult to balance it because you want to
be humble.
But then you feel like you needto be confident, but there's
such a line there.
And at the end of the day, whenI hear someone is the most
humble guy in the room, it'slike, man, that's an aspiration.
And so you think, like you said,Daniel, how do you do that?
(08:25):
How do we find that?
Well, you've got to seek it.
You've got to be intentionalabout it.
But, man, just make it.
It ain't about you.
You know?
Right.
It's not about you.
SPEAKER_00 (08:34):
It's just really going back to the human nature
thing too, because it's justvery easy to just, and I think
of putting everyone beforemyself, of course, I'm like,
well, of course I put my kids,you know, that's the easy stuff.
It's the lady at the checkoutwhen you're, you know, like do
you, you're being intentional byasking these, how's your day
(08:56):
today?
Or, you know, stuff like that.
But do you really and truly feellike, Are you really putting
that person first?
Is that person really and trulyabove you?
Or are you just trying to makeconversation?
I don't know.
So I've really thought aboutthis one a lot.
SPEAKER_03 (09:11):
That's good.
SPEAKER_00 (09:12):
And we don't have to keep beating the dead horse.
Number eight.
Oh, we're going to keep talkingabout it.
I can't wait for that episode.
Number eight
SPEAKER_03 (09:19):
is courage.
Courage is the big one for usall to embrace.
Courage is strength.
Undefined because, and that'swhat I put here, but Courage is
necessary to lead.
Without it, you're not leading.
People will not see yourwillingness to fight, and you
(09:39):
must be willing to fight foryour people.
And I put that, fight for right.
Again, that courage is whatmakes people initially start
following you.
When you exhibit courage, and bythe way, people want a leader.
They do.
They starve for it.
(10:00):
I think it's in our nature.
We talk about our nature.
God made it.
He put it in us that we want aleader.
And they might say, I don't wantnobody.
But deep down, everybody wants aleader.
At least, I mean, even thestrongest leaders in the room
want a leader.
They need it.
(10:21):
And so, you know, then theultimate leader is Jesus, of
course.
But everybody needs a leader.
And courage...
is critical and imperative tothe leader's influence.
Number nine, recognition ofothers.
SPEAKER_00 (10:39):
Can I say something?
Sorry.
Oh, yeah.
Courage goes back to your story.
I can't remember which number itwas about the friend that's...
He wasn't involved in the thingat all, but he was like...
Tyler.
It was me.
Tyler's
SPEAKER_02 (10:52):
story.
SPEAKER_00 (10:52):
Oh, yeah.
And he was like, it was me.
And you were like, I'm veryproud of you.
That took courage as well.
That right there is like...
You're taking the blame foreverybody.
I mean, how scary could thathave been?
SPEAKER_03 (11:04):
Well, I mean, he could lose his job.
SPEAKER_00 (11:06):
Right.
Or
SPEAKER_03 (11:07):
whatever.
But you know what?
It didn't matter to him.
What mattered to him was hispeople.
SPEAKER_00 (11:12):
Right.
SPEAKER_03 (11:12):
And that's what, when I say that, that's the kind
of, those leaders will lead somepeople.
Those guys that are willing todo that are dynamic, great
leaders.
SPEAKER_00 (11:26):
Yeah.
SPEAKER_03 (11:26):
And yes, he had courage.
SPEAKER_00 (11:28):
And courage is scary.
I mean, I think that's a hugething is you can be courageous
in everything that you do, butthen there's a lot of things
that are very scary for people,like that situation.
It's like they had the courageto get through it when no one
else did.
So I don't know.
Sorry.
No, it's good.
SPEAKER_03 (11:49):
Good, good, good, good.
All right, so recognition ofothers.
And this is going to kind of goback.
That's important.
You've got to recognize that.
others not yourself we talkabout that and i told in
nehemiah chapter three itactually was chapter three where
he spent the whole chaptertalking about how those people
what they did and so uh butthat's super important number 10
(12:10):
is vision the great leader musthave vision or said in another
way direction right so you gotto know which way the boat is
going And the leaders must havea direction for others to
follow.
He or she must be able to sharethat vision and give direction
to whomever may be following.
(12:32):
And not when asked, but theleader ought to regularly be
casting vision.
Because at the end of the day,if you want to keep a team
together, then you've got totalk about where you're going.
And you've got to constantlyecho that over and over and over
again.
I have been in situations wherethe leader that I'm under is not
(13:01):
casting vision.
And whenever that's happening,you know, in 20 years it's
happened, right?
Whenever it's happening, thepeople, they just kind of
flounder.
And they do their own thing.
You don't even realize it, butit makes everyone suffer.
No vision.
then...
SPEAKER_00 (13:21):
No discipline.
SPEAKER_03 (13:22):
No discipline.
Well, everything else goes away.
SPEAKER_00 (13:25):
Yeah, I mean...
SPEAKER_03 (13:26):
Because there's no...
You know, the vision is what itis and it's where everybody's
going and the team, in order tokeep going that direction, has
to know where we're going.
And if you don't, all this otherstuff just kind of falls to the
side.
SPEAKER_00 (13:40):
Also, I think vision is more...
Long term, too.
So it's not just like a day byday thing.
So you're not just like, allright, today I know that I'm
going to go Christmas shoppinglater.
You know, like it's not it'svery it's it's the bigger scope.
It's the bigger picture of whatdirection you're going.
(14:03):
It's.
SPEAKER_01 (14:05):
Well, let's talk about this studio.
All right.
We're in my dining room rightnow.
Right.
But you both know this isn't.
the end of this vision.
This is just one small step inwhat I want all
SPEAKER_03 (14:22):
this
SPEAKER_02 (14:23):
to be.
Oh, yeah.
That's great.
SPEAKER_03 (14:24):
Yeah, we've talked about that, where we want to
take this podcast.
And you'll notice we'll texteach other and stuff along the
way to continue to keep that infront of us because, you know,
we're going to get tired.
You know, four or five moreweeks of this, you're going to
be like...
what am I doing?
We're going to do the podcast.
Well, we've got to continue tostoke the flame and talk about
(14:45):
where we're going.
Dee Brown's going to have abrick-and-mortar place where we
can go and sit and be set up forthis.
That's going to be good.
That's right.
It's happening.
I love it.
Number 11 is integrity.
The leader has to haveintegrity.
We talked about that.
The leader must do the rightthing when no one's looking.
(15:06):
Always...
Always.
Always.
And if he doesn't, thenleadership capital goes away,
right?
And like we talked about, it's awhole lot easier to get in a bad
spot than it is to get out ofit.
This is one of those times whereyou mess this up, it takes years
(15:27):
to overcome.
The leader will not overcome anintegrity break very quickly.
And I put character with it.
Number 12 is character.
A leader must have character.
He must be trustworthy and begood to keep their word.
How important is it that youkeep your word?
And I'm sure you were taughtthat as a child.
(15:50):
Keep your word, keep your word,keep your word.
But it is really important for aleader.
And never break the word.
in this life about the onlything you can protect that no
one can ever take from you isyour name and your word.
And so guard that witheverything that you have,
(16:10):
period.
Number 13 is resolve.
The leader must decide firmly ona course of action.
Without resolve...
the leader can, I'll say, kindof sway, right?
(16:35):
So when you say resolve, I mean,you have to be able to set
things in motion and then havethe courage and the resolve to
hold it, okay?
Even when the waves get high,even when the times get tough,
even when it gets hard, okay?
(16:57):
You've got to be able to plantyour feet as a leader.
Plant your feet.
Now, on the other hand, there'stimes where you've planted your
feet and you may find out thatyou've made a mistake, at which
point you need to have theresolve to pull it back and say,
all right, I've made a mistake.
And look, there's no one in theworld that does this better than
(17:20):
a leader that I know.
And hopefully someday he'll comeon here.
I'm not going to name his nameright now.
There's this guy.
And I'll talk to him later.
But he, man, when he screws itup, he'll tell you.
Like, and it's noticeable.
And it's not, I don't think it'sreally, it's genuine.
(17:40):
You would think, man, this guy,he does this every time.
But it's genuine.
He truly will beat on himself.
And he says, he'll tell you.
It's hard for anybody to beat onyou when you beat on yourself.
And like I said, I'm not goingto throw his name out just yet
because I'm going to talk to himfirst.
But if he'll join us, He's astrong leader, and he will tell
(18:03):
you real quick, man, I screwedup, and I'm sorry.
And that really helps me becauseI think, man, I don't, again, a
reminder for me, I don't do thatenough.
So number 14 is be prudent.
What does prudent mean?
Anybody?
I
SPEAKER_00 (18:22):
don't know.
I don't have Google.
SPEAKER_03 (18:24):
All right, so it's good, careful judgment with the
future in mind.
Okay?
Now, good, careful judgment withthe future in mind.
Maddie, can you think of a timewhere you were good?
(18:45):
You exhibited good judgment withthe future in mind.
SPEAKER_00 (18:51):
That's such a broad question.
SPEAKER_03 (18:53):
Well, let's look at it like this.
Sometimes a decision can be madequickly and sometimes you've got
to really think about it, right?
And what the consequences are ofthe future.
So if you're presented ascenario and you say, you know,
again, you can make a decisionor you can make a decision with
the future in mind.
(19:14):
Typically, the leader is facedwith decisions all the time,
okay?
And the leader...
does act quickly, makes decisivedecisions, but again, the
strongest leader with the mostinfluence is thinking about the
future, and that's prudent.
Being prudent is thinking aboutthe decision that you have with
(19:38):
the future in mind, with theconsequences in mind, with all
the bad things or all the goodthings that could come of that
decision.
SPEAKER_00 (19:46):
I've done many pro-cons lists.
I mean, that's kind of whatcomes to my head.
I don't think, I can't think ofsomething like...
SPEAKER_03 (19:53):
That's prudent,
SPEAKER_00 (19:54):
right?
Right.
So, and most of them on thepro-con list are, you know,
immediate pros and cons.
But then once you start diggingdown into the pro-con list, it
does definitely get more forfuture.
So...
I've definitely done it.
I just can't think of.
SPEAKER_03 (20:14):
Well, that's what being prudent is.
And the opposite of that wouldjust be to flippantly make
decisions without any concernwith how it affects the future.
SPEAKER_00 (20:25):
Right.
SPEAKER_03 (20:26):
And so, again, the leader is always looking ahead
and making decisions based onwhat's coming down the pipe.
SPEAKER_00 (20:34):
Right.
SPEAKER_03 (20:35):
And so that's important.
SPEAKER_00 (20:37):
I always have a, like thinking about that, at
what point is a question orwhere you have to decide
something reactionary whereyou're like, okay, yes, do that.
I mean, I guess in my head, I'mlike, I make so many decisions
every day that I'm just like,yeah, or no, let's not do that
(20:57):
or whatever.
And I think deep down I'm beingintentional on how I'm answering
the question or doing theactions or whatever, but I
don't, It's like, at what pointdo you sit there and really sit
and think how this is going toaffect the future?
SPEAKER_03 (21:16):
Right.
Well, that's important.
You've got to think about thefuture and how it affects your
team.
SPEAKER_00 (21:22):
So
SPEAKER_03 (21:23):
number 15 is be temperate.
Now, people are going, what doesthat word mean?
Well, self-control, right?
So temperate could be said tobe, I think Google says
self-restraint.
Either way, the great leadermust be able to control thyself
(21:45):
and emotion.
This one I struggle with.
If I'm honest, well, betweenthis one and humility and
probably all of them I strugglewith, but this one is high on
the list.
I'm a very emotional guy, andwhen I'm not in the right place
in my heart, I can just unloadAnd that hurts a leader, okay?
(22:11):
Big time.
Because a leader, the leader'ssupposed to be in control no
matter what.
And they always say the test ofa leader is when things aren't
going good, what place are theyin?
Well, yes, that's 100% right.
Because when everything's goingcrazy, it's haywire and people
are whatever, you want to be theguy or the girl that I'm the
(22:34):
leader, this is good, We'regoing to roll with the punches.
They talk about that, I think,in extreme ownership.
But being able to control youremotion is very important in
your influence.
SPEAKER_00 (22:49):
I think we talked about, or we kind of talked
about people's personalities anda lot of the leaders that we
brought up that were in ourpersonal lives is like everyone
was just the same.
It didn't matter if, you know,crap was hitting the fan or
whatever.
It's the same emotional, like,okay, what we're gonna do is
(23:10):
we're gonna do this.
Whether it's calm, whether it'senergetic or whatever, but they
were always the same.
I think that was maybe one ofthe first episodes that we did,
but I think that's a great one.
SPEAKER_01 (23:22):
It makes me think of, we used to say, organized
chaos.
And just no matter how wild,crazy things...
hey keep it here yeah keep itlevel yeah you want to keep it
you want to
SPEAKER_03 (23:38):
keep it level um and you know again this is my
struggle i'm on the struggle busbecause when things get sideways
i tend to get elevated like iget angry right i get mad i'm
like this ain't working we needleadership we need this we need
that we need this we need thatand look it's again I'm on the
(23:59):
struggle bus.
It's so difficult because whenyou're really passionate, you
really care, you really wanteverybody around you healthy,
and when it's not, you tend, atleast me, I tend to get
emotional.
And that's a bad place.
You've got to control it.
And so I've worked for years todo that, and I've never really
(24:20):
mastered it.
I don't know that I ever will,but I'm going to keep trying.
Number 16 is be meek.
Oh, I love that word.
I don't know why, but ever sinceI read that in the Bible, man,
it's a good word.
So many people might say theleader doesn't need to be meek
(24:41):
because that's weak.
And my old buddy pal JordanPeterson has a really cool
teaching on that.
I heard it from him, in fact, sohe gets the credit.
But meekness is not weakness.
To be meek...
is quiet and gentle.
Some people might say, who wantsto be that?
(25:02):
You don't want your leader to bequiet and gentle.
There is times when the leaderneeds to be quiet and gentle.
There's also times when theleader needs to be angry.
I believe that there's timeswhen the leader needs to show
his passion and show his angerat different times.
(25:23):
If all your people are beingtaken advantage of and you're
just sitting over there beingmeek, what are they thinking,
okay?
In my opinion, I want to followthe guy that has the courage,
that has the care, has theinside of him.
I want to see a heartbeat.
I want to see him get a littleworked up every now and then,
(25:44):
right?
Now, he needs to be in control.
He needs to exhibitself-control, but he needs to
get worked up every now and thenor what's inside of him, you
know?
And so Jordan Peterson said,being meek, is like having a
sword and knowing how to use it,knowing how to use it, but
keeping it sheathed.
(26:07):
And that's what Jordan Petersonsays.
And that, to me, it's like, man,that's awesome.
Because, again, he knows how touse it.
He's been trained to use thesword.
He can kill people, takepeople's head off, whatever.
But he keeps it in the sheathand tries to work it out
diplomatically.
That's meek.
And To me, that's a very strongone that we ought to look for.
SPEAKER_00 (26:33):
I think one of the ones that we talked about, too,
was your enthusiasm.
It rubs off on whoever you'rearound or whatever.
So being meek, gentle, andquiet.
Is that what you said?
Gentle and quiet.
It's just like if you approach asituation where someone's upset
or emotional or angry orwhatever, if you come in With
(26:56):
meekness, I feel like they'llend up mirroring
SPEAKER_03 (27:00):
each other.
That's good.
Mirroring's good.
Yeah.
That's good.
17 is honest, obviously.
We all got to be honest.
Honesty builds trust.
Trust builds leadership.
One must always be honest nomatter what the consequences
are.
Even little white lies are offthe table.
You cannot lie ever, ever, ever.
(27:23):
In order to grow in leadership,you must be trusted.
And you must be open.
And never conceal information orhide things.
If asked upon, right?
So, number 18, the ability todelegate.
This is necessary too.
Y'all seen me reading the Bibleearlier.
I was trying to get caught up onthat story.
(27:43):
But in Exodus, Moses was astrong leader, right?
Delivered the people.
But in Exodus, and you may notknow this, but in Exodus, Moses
was...
told that he needed to delegate.
And so you can go back and readit later.
We're not going to read it now,but I think it's in chapter 18
(28:03):
where Moses' father-in-law toldhim, hey, look, dude, there
ain't enough of you to go aroundfor all these people.
You're going to have todelegate.
And that's all throughoutScripture, by the way, which is
where a lot of leadershipprinciples come from, especially
in my list.
But You've got to go do thisdifferent because there's not
(28:26):
enough of you to go around.
Your ability to delegatedirectly impacts your
leadership.
You have to delegate.
You talked about it, Daniel,with your guys.
Go do this.
Go do that.
Make it happen.
That's it.
You've got to do it.
Anything on that?
SPEAKER_00 (28:45):
That's hard for me.
SPEAKER_01 (28:48):
It's something I'm definitely working on.
I want to...
SPEAKER_00 (28:53):
No one can do it better than me.
SPEAKER_01 (28:56):
And I really had to get over that my way is the
right way.
That's
SPEAKER_03 (29:04):
interesting you said that.
SPEAKER_01 (29:07):
Because, again, especially in creative, let's
talk about video.
I could take 10 minutes offootage and turn it into a
video.
And then I could hand it to eachof you guys, and you could turn
it into video, and it's art.
It'll be different.
They're all going to bedifferent.
There'll be three differentvideos, completely different.
And I got to the point where Iwas just spread too thin.
(29:32):
And I was like, I have todelegate, or this is my ceiling.
And it's like, is this where Iwant to be, or are we ready to
start investing and delegating?
SPEAKER_03 (29:42):
Right.
That's good.
Thank you for sharing.
UNKNOWN (29:46):
Yeah.
SPEAKER_03 (29:47):
Number 19 is being consistent.
The great leader must beconsistent in all his moves.
Inconsistency leads to distrustevery time.
You have to be consistent.
I had a guy that worked for meyears ago.
He told...
I don't remember who he wastelling, but...
(30:08):
Anyway, I'm not going to...
They were talking about me, andthe guy said in front of a bunch
of people...
Jeremy's very consistent.
And I thought, where did thatdude, what is it?
And I still to this day don'tknow what he said, but he said
it.
And I thought, man, that's good.
I need to be consistent,
SPEAKER_02 (30:27):
right?
SPEAKER_03 (30:28):
But it was a conversation we were having.
But to me, consistency is veryimportant.
Again, leads to trust.
Number 20 is resiliency.
Last but not least, he must beresilient.
The great leader must be able toget knocked down and get back
up.
Take a punch, right?
They must be able to fail andre-energize, learn lessons, and
(30:51):
come back stronger.
Again, failure is important, andyou will do it as a leader, and
you must be resilient because ifnot, you're going to get tired
because you're going to lose.
You're going to fail over andover and over again.
And being able to come backstronger is important.
So there's 20 of these.
All are values or traits orattributes or whatever you want
(31:12):
to call them.
We're going to call themmandates.
Mandates.
Mandates.
I like it.
And all of these are founded ontwo things, in my opinion, trust
and presence.
Trust and presence.
That is what the leader ought tostrive for.
You focus on these attributes,and you will be present and
(31:32):
trustworthy, and then beingpresent and trustworthy will
build your influence.
So what might you say is themost important attribute?
It's hard to even say.
SPEAKER_00 (31:42):
I don't.
UNKNOWN (31:43):
I don't know.
SPEAKER_00 (31:45):
I can tell you the hardest one for me is humility.
SPEAKER_01 (31:50):
Yeah.
SPEAKER_00 (31:52):
I don't know what the most important one is.
I feel
SPEAKER_01 (31:54):
like ownership.
You went first with ownershipand it kind of encompasses
everything.
It kind of like touches on likeit includes all of that because
if you can't own it, there'snothing.
SPEAKER_03 (32:05):
That's good.
So what about our guest?
Let's ask the guest.
Maybe like...
We're asking our guests, what doyou think is the most important
attribute to all the 20 that wecovered?
Tell us what you think is thenumber one important one, right?
Let's let them on our Facebookpage, maybe on the post, can
just comment what's the mostimportant.
(32:28):
That'd be cool.
Yes, sir.
Yeah.
We'll put it together.
Yeah, we'll put that together.
SPEAKER_00 (32:32):
Very cool.
SPEAKER_03 (32:33):
So,
SPEAKER_01 (32:35):
all right.
Anything else?
I have a key takeaway that Iwant to share with you guys.
And this was all beautiful andwonderful and a lot to think
about this week.
But you said a couple times youused the word leadership
capital.
(32:55):
And it really stuck with me.
And I've been sitting herethinking about leadership
capital.
And...
That's what I want to get.
Some more leadership capital.
And then it's like, okay, allright, all right, I understand
capital, and I'm going to go getmoney.
Currency.
Currency.
I want to go get leadershipcurrency.
That's right.
And what do I need to do to dothat?
Yeah.
That's what I want to thinkabout.
SPEAKER_03 (33:17):
Yep.
Yeah, currency, that's what itis, essentially.
Leadership capital, leadershipcurrency.
You do...
You get.
SPEAKER_01 (33:26):
And I think of my kids at school and getting
little clips and rewards.
I want us to set up ourlittle...
Gold star.
Oh, man.
Maybe we can set up a littlesystem so we can give each other
some leadership capital.
Yeah.
Yeah,
SPEAKER_03 (33:42):
that's good.
How much you got in the bank?
SPEAKER_01 (33:46):
Excellent.
Good stuff, Jeremy.
Thank
SPEAKER_03 (33:47):
you.
SPEAKER_01 (33:48):
Thank you, Maddie.
SPEAKER_00 (33:48):
Yeah.
SPEAKER_03 (33:49):
All right.
We're signing out.
SPEAKER_00 (33:51):
I guess so.
SPEAKER_03 (33:52):
Thank y'all.
Appreciate it.
Signing off.
SPEAKER_01 (33:56):
Great job.
One hour.
SPEAKER_03 (34:01):
Yeah, I felt that
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