February 10, 2025 • 32 mins
In this episode of IMPACT | Leadership & Legacy, we dive into one of the most crucial pillars of leadership—Ownership. Inspired by the book Extreme Ownership by Jocko Willink and Leif Babin, we explore how true leaders take full responsibility for their actions, teams, and outcomes—whether good or bad.
We’ll break down the principles of ownership, discuss why there are no bad teams, only bad leaders, and share a powerful SEAL training story that proves how leadership alone can turn failure into success.
Key takeaways include:
✔️ Embracing Extreme Ownership in all aspects of life and leadership
✔️ Leading with belief, discipline, and accountability
✔️ The impact of ego on leadership success
✔️ Why actions speak louder than words in setting team standards
✔️ How the best leaders build high-performing, resilient teams
Tune in and learn how taking responsibility leads to victory—in business, leadership, and life.
🎧 Listen now and step up your leadership game!
If you'd like to know more about the book that Jeremy talks references in the podcast, click here: https://echelonfront.com/books/extreme-ownership/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:21):
Welcome back to Impact Podcast.
This is episode number six, andthe mandate to cover today is
ownership.
We're going to go ahead and getstarted.
Last week, we met with Tyler,Tyler Parsh.
Tyler shared some firsthandstories from leadership at the
firehouse and at his side job,what he calls his side job.
(00:48):
And so, Maddie was not here.
but she's back this week, backin the saddle.
Oh, we're excited.
Daniel, let's go with a keytakeaway.
Key
SPEAKER_02 (00:59):
takeaway from Tyler last week.
Man, I mean, I know we talkedabout that opportunity that he
took and he had...
He looked at it as anopportunity.
He said, he said, he said, I'mgoing to meet and there's going
to be a bunch of guys.
(01:20):
And he said, I'm going to go outthere.
And it was an opportunity toreach more people.
And, you know, that stood up,stood out to me as like, we need
to all be doing that.
You know, looking for thoseopportunities and being, you
know, once those opportunitiesarise, stop before the
opportunity and say, hey, let'sdo this.
(01:43):
Let's do this the right way.
You're
SPEAKER_01 (01:45):
referring to one of the stories he told.
It was the most impactful to me,100%, because it meant something
for the bigger, the whole team.
So that's good.
Maddie, do you recall?
SPEAKER_00 (01:57):
I do, because I did listen.
And I thought it was great to beon the listener side and not
being so critical on how I soundor whatever when I listened back
to all the other ones.
But I wrote a bunch of notes.
But one of the things that Ithought was cool was he kept
(02:18):
saying intentionally.
And I think one of the firstthings that he said on there was
leading intentionally, um, innot telling people to do
something that he wouldn't do.
Um, which I feel like I'm prettygood at that, like in day to
day.
Um, Cause I'd rather just getstuff done and I'm not afraid to
(02:40):
get my hands dirty or anything.
But then at the very end, hesaid something about
intentionally leadingintentionally with your
humility.
I don't know if one of y'allsaid it and that humility word
is just a lot for me.
So I'm excited to dig deeper.
SPEAKER_01 (02:56):
Good.
Good.
Uh, yeah.
So I really enjoyed talking toTyler.
I always do.
He's a good leader.
And I told y'all, I think he'sone of the greatest leaders that
I know personally.
Um, Mostly because of hisleadership style, which is my
takeaway, which is servantleadership.
When I think about theleadership required at the
(03:19):
firehouse or in public service,first responders, military,
those guys lead by serving.
And those guys lead teams ofpeople to do some extraordinary
things, right?
And, you know, there's just nocomparison.
Um, you know, of course,football teams, uh, are good,
(03:41):
strong leaders as well.
Um, but anyhow, servantleadership is, was my takeaway
from Tyler, um, last week.
And actually in two weeks, we'regoing to do the podcast on
servanthood and I might invitehim back.
So, um, just to be our, ourguest, because again, he is so,
(04:04):
um, keyed in to what it lookslike to be a servant leader.
So anyway.
SPEAKER_00 (04:10):
He definitely left me wanting more.
I was like, wait, no, it can'talready be over.
Why are you wrapping it up,Jerry?
What's happening?
SPEAKER_01 (04:18):
And it was like 50 minutes and Dan was like, dude,
it's time.
And then like two days later, Iseen Tyler.
I talked to him and he said,dude, I didn't get to say
everything I wanted to say.
And I said, I'm aware.
So you can't cover it in anhour, dude.
So we'll get you back on theshow.
So it's very
SPEAKER_00 (04:33):
cool.
SPEAKER_01 (04:34):
This week is...
The mandate to cover, we'regoing to go through all these
mandates like we talked about.
This week, we're going to talkabout ownership.
And, you know, honestly, we'regoing to do our best to cover
this in about 20 minutes becauseyou could talk about this stuff
for days and days and days.
But anyhow, let's get started.
(04:56):
The ownership is defined byGoogle, or you can look it up,
but ownership is the act ofstate or right of possessing
something.
And if you own it, then you ownit.
So if you buy a car, if you buyit outright, then you say you
own it.
(05:16):
Of course, I don't personallybelieve you own anything in the
world because you pay taxes oneverything, right?
And if you don't pay taxes,they'll come get it, but we
won't get into that.
That's right.
To own it is to possess it.
Whatever happens to it is stillyours, okay?
And so you own land, you own ahouse, you own a business, you
own a car.
You also own your life and yourcareer to the greatest degree
(05:42):
that you can, right?
And so as a leader, you own yourteam.
When you're a leader, you have ateam, you're responsible for
that, just like you'reresponsible for your car or
whatever else you own.
So in the leadership position,you are responsible for that.
And so you have to own your roleand your responsibility as a
(06:05):
leader as if it was yours, okay?
And so that means anything thatgoes on with that team, you own
it.
And so fundamentally, when youtalk about ownership, what is
it?
Well, that's what it is.
You own everything andeverything that happens, good or
bad.
And so sometimes people don'tsee it that way.
(06:26):
Human nature certainly doesn'tsee it that way because it's our
nature to survive.
And so as human beings, we're ina group of people Something goes
wrong.
Everybody's always pointing thefinger trying to figure out what
went wrong.
And the leader always, the trueleader, leader of greatness that
(06:48):
we try to talk about, that guyor that girl is responsible, and
they own it.
So in the initial– meeting orthe initial episode where we
talked about the mandates, whatI had said about ownership was
that it is the key that unlocksthe door for many.
(07:11):
In order to get anyone to followyou, you must have ownership.
Whatever it is that you do,ownership applies.
You have to believe in whateveryou are trying to sell to
others.
You have to own it.
And you have to hold it closeand care about what you're
doing.
It is yours.
If it goes sour, it's yours.
If it goes well, it's yours.
No matter what, you have to ownit.
(07:32):
As a leader, ownership iseverything, and it is an
essential mindset for building ahigh-performance winning team,
period.
All right, so can anybody tellme a time when you've seen
someone or a team fail orsucceed and the leader didn't
(07:54):
have ownership?
And I'll let y'all think aboutthat for a minute.
But you heard Tyler tell thestory where he had some
ownership.
You've heard...
I think I...
I don't...
I think I was talking abouthumility.
But again, a story when you'veseen it actually flesh out.
(08:16):
And maybe you haven't.
SPEAKER_02 (08:20):
Nothing comes to mind.
I mean, specifically.
But it just takes me to thinkof...
Like...
I've come in contact with plentyof business owners is what my
mind goes to, is business ownersand ownership and how they treat
their people.
It's just where it automaticallytakes me.
(08:41):
I feel like you want to leadyour team and your people and a
lot of owners want to do theblame shifting.
And you see it in theirturnover, you know, they're,
(09:02):
they, those are the companies,those are the people, those are
the business owners that havestruggles holding onto their
people.
And, you know, so, so, so that'skind of where, where it takes me
is how can we keep our people,you know, and.
SPEAKER_00 (09:23):
I've had, um, a few different jobs, but like, not to
say names because i am localhere um but we i have in the
past word for someone that likeif something wasn't right or
anything like that the board ofdirectors that we had to report
to it was a consistent you knowthey would look at this person
(09:47):
and ask you know so whathappened here or something not
all the time it's not like wewere messing up a lot but she
would she would literally say,well, let me get with Maddie
afterwards because that's, youknow.
And at the time, I wasn'tfeeling like she was necessarily
throwing me under the bus.
But I think as a leader, sheshould have said, you know,
we've talked about it internallyor, you know, just not throw the
(10:12):
person that may have messed upunder the bus.
Yeah.
And it wasn't a good feeling.
SPEAKER_01 (10:18):
Right.
Well, so I think It's consistentacross the board.
And again, it's human nature todo that.
Right.
If someone's not intentionalabout not doing that, they'll do
it.
Right.
Right.
So Jocko Willing, I referred tothis earlier on in a previous
(10:41):
podcast.
He wrote a book called ExtremeOwnership, which is where,
honestly, I learned a lot of thestuff that I'm talking about
today.
And so he gets all the credit.
But in that book, It talks aboutHell Week and the Navy SEAL
training.
They were at BUDS, and BUDS isBasic Underwater Demolition
(11:02):
School SEAL training, right?
But they were at training, andthey call it Hell Week, where
they take the SEALs and they putthem through horrific conditions
to train them to overcomeadversity and survive anything,
right?
And so there was, and look, forall the military guys out there,
(11:22):
I don't know what I don't know.
I just know that.
That's my assumption.
In this training, there wereteams that were getting in rafts
and going out into the ocean,and they were called boat crews.
There were seven men assigned toa boat.
(11:44):
They were all assigned byheight.
because when you're in the boat,everybody's got a paddle, and so
they have what they call, nowagain, this is all in the book,
they had a smurf boat, becausethese guys were short, right?
And so there was a leader withthose guys, and the chief,
(12:05):
whomever the chief is, wouldcall the leaders to him, and he
would have a meeting with them,and then he would deploy the
leaders to the boats, and theywould race.
They were having boat races inthe ocean.
Again, That's what I read about.
The leaders got instruction.
They ran back to the boat crews.
This one boat was called theSmurf boat, a bunch of little
(12:26):
guys, right?
Well, they were getting theirtail kicked because they were
short, little, not as strong andwhatever.
They were getting beat.
And so they raced.
Boat number two won a lot oftimes.
Boat number six lost every time,okay?
Okay.
And boat number six developed abad attitude because they
(12:48):
continued to lose.
So boat number six is losing.
They get a bad attitude.
I'm not sure if that was theSmurf boat or not.
Maybe, probably so, maybe not.
But either way, boat number sixwas losing.
So the senior chief took theleader from boat number six, put
him in boat two, and the leaderfrom boat two in boat six.
(13:10):
What happened?
They raced again, and boatnumber six won.
Now, that's in the book.
Can I qualify that?
I'm sure Jocko wouldn't lieabout it.
But that speaks volumes aboutwhat a leader actually does.
(13:34):
So if they're getting pounded,getting their teeth kicked in,
over and over and over again,and they take the winning boat
leader and put him in that boat,and suddenly they win.
Now, how long did it take?
I don't know.
Maybe it took a couple of tries,but they won.
Again, I don't know.
But by only changing the leader,the outcome of the race changed.
Same boats, same crews, samecold water, everybody's tired,
(13:59):
same sand, yet...
It changed the results of therace.
Wow.
Yeah.
Now, again, all that's in thebook.
But at the end of the day,whether a team succeeds or
fails, it's all up to theleader.
And his ability to haveownership is critical for him to
lead or for them.
(14:20):
Okay?
So for a person to lead, theymust have ownership.
Otherwise, they're not going tolead.
Now, they might exhibitauthority and they might manage
leadership.
but they're not going to lead.
We talked about the difference.
And so the true leader hasownership or he won't lead.
(14:44):
Okay, so in Jocko's book, he haswhat they call principles of
ownership, I believe.
Anyway, so number one was to bea believer.
You must believe in the missionyourself and then sell it to
everyone around you.
The leader must believe in thegreater mission.
(15:06):
So first of all, I guess youwould say the leader has to have
a mission.
And then that mission, thatleader has to believe in it.
If he doesn't, he won't lead.
And then number two, be abeliever.
Number two, it's not what youpreach, it's what you tolerate.
And I think Tyler referred tothat last week at some level.
(15:30):
So no matter what you say, It'swhat you tolerate.
If you say, don't do this, thisis against the rules, yet you
allow it, that doesn't hold.
So you have to, it's all whatyou tolerate.
And then, of course, whensetting expectations said or
written, if substandardperformance is accepted and no
(15:53):
one is held accountable, thenpoor performance is the
standard.
So accountability is a big deal.
UNKNOWN (16:01):
Yeah.
SPEAKER_01 (16:03):
Number three is, and this is my favorite, check your
ego.
Here we are again.
We talked about it.
If you're not intentional aboutmonitoring your ego, it will get
away from you every time.
And so Jocko talks about that.
(16:24):
I think he's got a whole chapterin the book about ego and
reeling everybody in constantlywith that.
Pride is what kills leadersevery single day, kills teams
and leaders every single day.
So every man has an ego.
Every woman has an ego.
(16:46):
Just got to keep it in check.
Number four, focus on teamwork.
So division will come anddivision will go.
Stay after the goal to be on theteam.
You have to focus on the team.
If you're a leader out therelistening, you have to focus on
(17:06):
your team more than anythingelse.
They have to be number one.
And it's kind of like, I wouldsay, marriage.
Your wife has to believe she'snumber one or your husband has
to believe that they're numberone, more so for men.
It's so important.
I'm sorry, more so for women.
It's so important that a womanfeels like she's number one,
(17:27):
right?
Maddie, wouldn't you agree?
SPEAKER_00 (17:28):
Yeah, absolutely.
SPEAKER_01 (17:30):
And if you don't feel that, then you'll become
selfish and all kinds of things.
That's the same thing thathappens with the team.
If they don't feel like theirleader has them up at the top of
his list, they'll begin tochatter and not operate like
(17:50):
they should.
So division will come, divisionwill go.
Stay after the goal of the team.
Number five was keep it simple.
I like that.
Yeah.
Me too.
Man, it's so important becauseeverything is complex enough and
you just don't make it morecomplicated than it has to be.
(18:11):
And I had a guy tell me once hewas going to kiss me and I said,
what?
He said, keep it simple, stupid.
But it's real.
Like, keep it simple, man.
You know, it's not thatdifficult or complicated.
The mission is the mission andjust don't complicated so you
(18:33):
got anything on that?
SPEAKER_02 (18:35):
I live my own life simple I try to constantly like
no like what do you like take itback take it back let's keep it
simple so I can just reallylevel with that and but man this
is just an awesome list and thetolerate part really resonated
with me and what we tolerategives us our, our outcome, you
(19:03):
know, like, like what kind ofleader we are is like, you know,
there'll be, don't allowyourself to be, I don't know if
taken advantage of is theanswer, but it's something that
I could work on is to be moredirect and strict.
Oh yeah.
Like in my leadership.
SPEAKER_01 (19:20):
Right.
SPEAKER_00 (19:22):
I think tolerate has like a negative hone to it, you
know?
And I, I think that, just asI've sit here and listened, I
don't think tolerate shouldbecause it's really like, you
know, at my job now, I'm, theytolerate me having children and
activities after school anddifferent things like that.
(19:43):
And I don't, you know, theyallow me to leave work early
when I have to withoutpenalizing my PTO and things
like that.
So they're, they're toleratingme as a mom.
I know that's in that to mesounds negative, you know, but
I'm a, kick-ass employee and iget my work done and i'm a hard
(20:04):
worker and um then on the otherside on the flip side i've
worked for people who toleratethe golden egg or goose or
whatever it's the what do youcall it the employee that'll
never get in trouble you knowit's like the
SPEAKER_01 (20:20):
golden
SPEAKER_00 (20:20):
shot yeah here they go again of course they're you
know doing whatever so um I wasjust thinking in my head, like,
tolerate has such a negativekind of tone to it, but I don't
think it always has to benegative.
SPEAKER_01 (20:33):
No, not at all.
I love it.
Well, so at the end of the day,everything we just talked about,
I mean, who's responsible forthe team?
SPEAKER_00 (20:43):
The leader.
SPEAKER_01 (20:44):
The leader.
All the way.
100%.
And you take these principles.
These are ways you can haveownership, right?
So these, be a believer.
Check, well, it's not what youpreach, it's what you tolerate.
Check your ego, focus on theteam, and keep it simple.
Do those things.
You know, don't hide from thetruth.
(21:06):
You embrace the truth, okay?
And you take, again, Jocko callsit extreme ownership.
And I found a word this week.
I can't remember where I heardit.
I was watching football, by theway, Notre Dame and Georgia.
I mean, wow.
But check this out.
(21:27):
So that coach, I believe it wasNotre Dame coach after the game,
said the word.
He said the team was relentless.
I believe that's the word heused.
And, man, it stuck out to melike the word intentional stuck
out to Matty week one.
And I was like, wow, relentless.
That is a very impactful word.
(21:48):
And so I go look it up, and hesaid the team was relentless.
They weren't taking no for ananswer.
And, I mean, dude, that team wasdominating Georgia.
And, look, give the credit whenthe credit's due.
Man, that dude's been leading anoperation that nobody really
even, maybe he was just preparedfor that game.
(22:11):
But I watched the whole game.
It was really good.
And that guy, he was on amission.
He outcoached.
Oh, yeah.
100%.
100%.
SPEAKER_02 (22:20):
And you're right.
Give credit.
Yeah.
Dude
SPEAKER_01 (22:24):
did awesome, man.
SPEAKER_02 (22:25):
And I think he made a name for himself.
SPEAKER_01 (22:27):
Oh, 100%.
Yeah, Notre Dame, there'll bestuff flying for Notre Dame.
I'm sure their merchandise isout the roof.
But look, at the end of theday...
Whatever.
No, I mean, I know we're talkingto a lot of Georgia fans.
I don't, you know, look, I likethem all.
But you gotta give credit whencredit's due.
And that dude coached a heck ofa game.
(22:48):
And them boys were playing, butWhen he interviewed afterwards
and he said the team wasrelentless.
Oh, man, that word.
I was like, I got to look it up.
And I looked it up and it waslike, dude, that relentless
leadership.
If you just say that, it's like.
SPEAKER_00 (23:04):
Is that another?
SPEAKER_01 (23:05):
That's another word of the year.
Yeah.
Yeah.
So we may do.
Or
SPEAKER_00 (23:10):
attribute it or, you know.
SPEAKER_01 (23:12):
Oh,
SPEAKER_00 (23:12):
yeah.
I think.
SPEAKER_01 (23:13):
Being relentless.
There's probably one in therethat may go with it.
I don't know.
But we'll certainly look intothat.
So
SPEAKER_02 (23:20):
relentless is like just not stopping, like just go,
go, go, go.
I mean, there's got to be moreto it than that.
But that's what I think of whenI hear relentless.
It's just will not back down.
SPEAKER_01 (23:36):
Will not back down.
Keep coming up.
Matty's going to look it up.
That's good.
But relentless ownership,extreme ownership, whatever you
want to call it, You've got tobe extreme.
Yes, what you got, Maddie?
SPEAKER_00 (23:51):
Oppressively constant.
Harsh or inflexible.
SPEAKER_01 (23:57):
Inflexible.
That's good.
SPEAKER_00 (24:00):
That's a good one.
And that kind of goes back towhat you tolerate.
SPEAKER_01 (24:04):
Yeah.
SPEAKER_00 (24:04):
I mean, inflexible.
If you are relentless, then one,the people that you're leading
know what to expect.
Maybe not all the time, butyou're I mean, you're just
consistently pushing.
Yeah.
Yeah, it doesn't really saymuch.
SPEAKER_02 (24:24):
So I got a list I want us to start.
Maddie, start a list.
Servanthood, leadership,relentless leadership.
Yeah.
And let's keep adding to thatlist.
Oh, yeah.
As we move forward.
SPEAKER_01 (24:38):
So I heard a wise man say once, and this is
regarding ownership, when thingsgo bad, look in the mirror.
When things go good, lookaround.
UNKNOWN (24:48):
Yeah.
SPEAKER_01 (24:48):
Every time.
Take ownership of your problems,your shortfalls, your job, your
teams, your very life, and leadwell.
Ownership is the path tovictory.
And so we got to embraceownership.
(25:09):
And that kind of buds it up.
So questions, comments,concerns, last words?
SPEAKER_02 (25:23):
Well, ownership, again, like to me, I just
thought of ownership as apractice in owning a business,
not so much like a leadershiptool.
But I love the simplicitypieces, tolerate, and it's all
(25:45):
built on accountability,humility, teamwork.
collaboration.
SPEAKER_00 (25:56):
I think ownership goes back more to last week's
podcast with Tyler.
And y'all can make fun of me.
I'm a note taker because if Idon't write it down, then I'll
probably forget it.
Like different things thatpeople say.
And one thing that I think maybeDaniel thought of was leading,
(26:20):
or maybe, I don't know, leadingfrom the trenches.
And y'all kept kind of referringback to that while Tyler was
talking.
And I think that that rightthere kind of goes to what you
just said about when things gobad, look in the mirror.
When things go good, lookaround.
Because it's like, if you'reactually the leader with your
team and you're a good one, youknow, you have to understand as
(26:45):
a leader that, Everything thateveryone else does beneath you
or next to you, whatever youwant to call it, is because of
what you've done or what you'vesaid or, you know, something
that you've tried to convey tothem.
And I just think that takingownership is really hard.
(27:09):
It's up there for me with thehumility, I think.
But I'm also the first to tryand take Not credit, but if
something goes wrong at work,I'm going to be the one that's
like, yeah, I did this wrong andI ate it.
Let's fix it.
Or can you help me fix
SPEAKER_01 (27:26):
it?
That's ownership.
And humility.
Yeah.
That's good.
SPEAKER_02 (27:32):
Well, and moving forward this week, I just want
to not only take ownership in mybusiness practices, but also in
personal life and parenting andtaking ownership with my kids.
and relationships and myfinances, and I'm going to just
be thinking about ownership, youknow, all week.
SPEAKER_00 (27:54):
Yeah, I definitely think that these principles that
we keep talking about, it isabout leadership, but then you
also have to think about, like,in your life personally, if it
was just you, you're the leaderno matter what, whether you're
the leader of the household or,you know, at work, but, like,
there's so many other ways toapply these to life, like in a
(28:16):
personal way that like, youknow, instead of scrolling, you
know, social media every night,you start reading books that are
to do better for yourself.
Or, you know, I just think thatthis has all just been so good
that I hope people around me inmy life would say that, you
know, then better.
(28:37):
Speaking
SPEAKER_02 (28:38):
of social media, I think this experience and what
we've been doing for the pastsix weeks or whatever, it's
changed my algorithm, my socialmedia algorithm.
I keep getting all this contentthat I've never seen before.
I'm loving it.
That's what I want to see.
That's what I need to see.
That's what this show's about.
(28:58):
Good stuff.
SPEAKER_01 (29:00):
Remember, we wanted to find out what our impact is
and recognize it sooner thanlater.
And that is so what we're, whatwe're very doing is the fruit of
it is already in your life andhopefully it's going to impact
all of our audience.
Right.
So.
All right.
SPEAKER_00 (29:20):
I got one question.
SPEAKER_01 (29:21):
All right.
SPEAKER_00 (29:22):
About last week.
And I'm sorry, I keep referringto last week, but I wasn't here
and I had a lot of things Iwanted to say.
Yeah.
While y'all were recording.
But you asked Tyler aboutmanager versus leader, I think.
SPEAKER_01 (29:36):
Actually, I think he asked that question,
SPEAKER_00 (29:38):
but
SPEAKER_01 (29:39):
it was in our notes.
SPEAKER_00 (29:40):
But it was something about...
Well, I think you asked himbecause I think he went against
what I thought he would havesaid because he...
I don't know what the questionwas, but it was almost like
who's better or not who'sbetter, but it's like a manager
or a leader.
And he basically was like,you've got to have both.
(30:03):
Like, I mean, and he kind oflike...
A managing style of a leader isalso a very big characteristic
of taking ownership.
And it's a big principle ofbeing able to talk to people and
communicate with people.
But I thought it was aninteresting answer.
(30:24):
I didn't think that he was goingto.
SPEAKER_01 (30:25):
I think he asked me the question.
SPEAKER_00 (30:27):
So you were.
SPEAKER_01 (30:28):
And I answered his question.
And I remember it was a thoughtprovoking question because I had
to think about it for a minute.
And I answered his question.
And then he didn't disagree withme, but he expanded on it.
And he said, I think you needboth.
Yeah.
And I think that all of thesethings that we talk about, in
fact, encompass both.
(30:51):
I think that in order to, Imean, you can manage without
leading.
SPEAKER_00 (30:57):
Correct.
SPEAKER_01 (30:58):
Okay.
And I think that's what he wasinferring.
You can lead without managing.
Again, you put the two togetherand you have a boss.
So that's my opinion.
Now, I'm subject to that, right?
But I think that you can be agood boss if you are a leader
(31:22):
and a manager together.
And so that, again...
That's my opinion.
But Tyler just asked thequestion, and I can't remember
exactly how that went.
We'll have to go back and
SPEAKER_00 (31:32):
listen to it.
I just thought it was– I had itin my notes, and I just wanted
to
SPEAKER_01 (31:35):
– But it is interesting that you can be one
or the other or both.
SPEAKER_00 (31:42):
Yeah.
SPEAKER_01 (31:42):
And that's based on these principles.
SPEAKER_00 (31:44):
And that's what got my mind rolling last week.
I was like, golly, I know somany managers.
And you asked me who was aleader– And my answer was, I
don't think I know one leaderwith all of these qualities that
they do at all times or do well.
(32:04):
And then I know a manager.
SPEAKER_01 (32:06):
Yeah.
SPEAKER_00 (32:07):
And a bunch of managers.
SPEAKER_01 (32:09):
Yeah.
So
SPEAKER_00 (32:10):
I don't know.
SPEAKER_01 (32:10):
No, it's good.
And that shows the need for thisvery show.
SPEAKER_00 (32:15):
Right.
SPEAKER_01 (32:16):
Right.
Because if those managers thatyou're talking about would
embrace some of this stuff,they'll be able to lead better.
Make an impact.
And make an impact.
That's right.
And then when you say, thinkabout a leader or think, you
know, in the future, a year fromnow, you guys will just jump
right to someone that you knowis exhibiting these qualities.
SPEAKER_00 (32:38):
Right.
SPEAKER_01 (32:39):
And then hopefully it's you.
I hope so.
All right.
All hearts and minds clear?
Yes, sir.
Signing off, Jeremy.
I'll eat that.
Thank you.
Welcome back to Impact Podcast.
This is episode number six, andthe mandate to cover today is
ownership.
We're going to go ahead and getstarted.
Last week, we met with Tyler,Tyler Parsh.
Tyler shared some firsthandstories from leadership at the
firehouse and at his side job,what he calls his side job.
(00:48):
And so, Maddie was not here.
but she's back this week, backin the saddle.
Oh, we're excited.
Daniel, let's go with a keytakeaway.
Key
SPEAKER_02 (00:59):
takeaway from Tyler last week.
Man, I mean, I know we talkedabout that opportunity that he
took and he had...
He looked at it as anopportunity.
He said, he said, he said, I'mgoing to meet and there's going
to be a bunch of guys.
(01:20):
And he said, I'm going to go outthere.
And it was an opportunity toreach more people.
And, you know, that stood up,stood out to me as like, we need
to all be doing that.
You know, looking for thoseopportunities and being, you
know, once those opportunitiesarise, stop before the
opportunity and say, hey, let'sdo this.
(01:43):
Let's do this the right way.
You're
SPEAKER_01 (01:45):
referring to one of the stories he told.
It was the most impactful to me,100%, because it meant something
for the bigger, the whole team.
So that's good.
Maddie, do you recall?
SPEAKER_00 (01:57):
I do, because I did listen.
And I thought it was great to beon the listener side and not
being so critical on how I soundor whatever when I listened back
to all the other ones.
But I wrote a bunch of notes.
But one of the things that Ithought was cool was he kept
(02:18):
saying intentionally.
And I think one of the firstthings that he said on there was
leading intentionally, um, innot telling people to do
something that he wouldn't do.
Um, which I feel like I'm prettygood at that, like in day to
day.
Um, Cause I'd rather just getstuff done and I'm not afraid to
(02:40):
get my hands dirty or anything.
But then at the very end, hesaid something about
intentionally leadingintentionally with your
humility.
I don't know if one of y'allsaid it and that humility word
is just a lot for me.
So I'm excited to dig deeper.
SPEAKER_01 (02:56):
Good.
Good.
Uh, yeah.
So I really enjoyed talking toTyler.
I always do.
He's a good leader.
And I told y'all, I think he'sone of the greatest leaders that
I know personally.
Um, Mostly because of hisleadership style, which is my
takeaway, which is servantleadership.
When I think about theleadership required at the
(03:19):
firehouse or in public service,first responders, military,
those guys lead by serving.
And those guys lead teams ofpeople to do some extraordinary
things, right?
And, you know, there's just nocomparison.
Um, you know, of course,football teams, uh, are good,
(03:41):
strong leaders as well.
Um, but anyhow, servantleadership is, was my takeaway
from Tyler, um, last week.
And actually in two weeks, we'regoing to do the podcast on
servanthood and I might invitehim back.
So, um, just to be our, ourguest, because again, he is so,
(04:04):
um, keyed in to what it lookslike to be a servant leader.
So anyway.
SPEAKER_00 (04:10):
He definitely left me wanting more.
I was like, wait, no, it can'talready be over.
Why are you wrapping it up,Jerry?
What's happening?
SPEAKER_01 (04:18):
And it was like 50 minutes and Dan was like, dude,
it's time.
And then like two days later, Iseen Tyler.
I talked to him and he said,dude, I didn't get to say
everything I wanted to say.
And I said, I'm aware.
So you can't cover it in anhour, dude.
So we'll get you back on theshow.
So it's very
SPEAKER_00 (04:33):
cool.
SPEAKER_01 (04:34):
This week is...
The mandate to cover, we'regoing to go through all these
mandates like we talked about.
This week, we're going to talkabout ownership.
And, you know, honestly, we'regoing to do our best to cover
this in about 20 minutes becauseyou could talk about this stuff
for days and days and days.
But anyhow, let's get started.
(04:56):
The ownership is defined byGoogle, or you can look it up,
but ownership is the act ofstate or right of possessing
something.
And if you own it, then you ownit.
So if you buy a car, if you buyit outright, then you say you
own it.
(05:16):
Of course, I don't personallybelieve you own anything in the
world because you pay taxes oneverything, right?
And if you don't pay taxes,they'll come get it, but we
won't get into that.
That's right.
To own it is to possess it.
Whatever happens to it is stillyours, okay?
And so you own land, you own ahouse, you own a business, you
own a car.
You also own your life and yourcareer to the greatest degree
(05:42):
that you can, right?
And so as a leader, you own yourteam.
When you're a leader, you have ateam, you're responsible for
that, just like you'reresponsible for your car or
whatever else you own.
So in the leadership position,you are responsible for that.
And so you have to own your roleand your responsibility as a
(06:05):
leader as if it was yours, okay?
And so that means anything thatgoes on with that team, you own
it.
And so fundamentally, when youtalk about ownership, what is
it?
Well, that's what it is.
You own everything andeverything that happens, good or
bad.
And so sometimes people don'tsee it that way.
(06:26):
Human nature certainly doesn'tsee it that way because it's our
nature to survive.
And so as human beings, we're ina group of people Something goes
wrong.
Everybody's always pointing thefinger trying to figure out what
went wrong.
And the leader always, the trueleader, leader of greatness that
(06:48):
we try to talk about, that guyor that girl is responsible, and
they own it.
So in the initial– meeting orthe initial episode where we
talked about the mandates, whatI had said about ownership was
that it is the key that unlocksthe door for many.
(07:11):
In order to get anyone to followyou, you must have ownership.
Whatever it is that you do,ownership applies.
You have to believe in whateveryou are trying to sell to
others.
You have to own it.
And you have to hold it closeand care about what you're
doing.
It is yours.
If it goes sour, it's yours.
If it goes well, it's yours.
No matter what, you have to ownit.
(07:32):
As a leader, ownership iseverything, and it is an
essential mindset for building ahigh-performance winning team,
period.
All right, so can anybody tellme a time when you've seen
someone or a team fail orsucceed and the leader didn't
(07:54):
have ownership?
And I'll let y'all think aboutthat for a minute.
But you heard Tyler tell thestory where he had some
ownership.
You've heard...
I think I...
I don't...
I think I was talking abouthumility.
But again, a story when you'veseen it actually flesh out.
(08:16):
And maybe you haven't.
SPEAKER_02 (08:20):
Nothing comes to mind.
I mean, specifically.
But it just takes me to thinkof...
Like...
I've come in contact with plentyof business owners is what my
mind goes to, is business ownersand ownership and how they treat
their people.
It's just where it automaticallytakes me.
(08:41):
I feel like you want to leadyour team and your people and a
lot of owners want to do theblame shifting.
And you see it in theirturnover, you know, they're,
(09:02):
they, those are the companies,those are the people, those are
the business owners that havestruggles holding onto their
people.
And, you know, so, so, so that'skind of where, where it takes me
is how can we keep our people,you know, and.
SPEAKER_00 (09:23):
I've had, um, a few different jobs, but like, not to
say names because i am localhere um but we i have in the
past word for someone that likeif something wasn't right or
anything like that the board ofdirectors that we had to report
to it was a consistent you knowthey would look at this person
(09:47):
and ask you know so whathappened here or something not
all the time it's not like wewere messing up a lot but she
would she would literally say,well, let me get with Maddie
afterwards because that's, youknow.
And at the time, I wasn'tfeeling like she was necessarily
throwing me under the bus.
But I think as a leader, sheshould have said, you know,
we've talked about it internallyor, you know, just not throw the
(10:12):
person that may have messed upunder the bus.
Yeah.
And it wasn't a good feeling.
SPEAKER_01 (10:18):
Right.
Well, so I think It's consistentacross the board.
And again, it's human nature todo that.
Right.
If someone's not intentionalabout not doing that, they'll do
it.
Right.
Right.
So Jocko Willing, I referred tothis earlier on in a previous
(10:41):
podcast.
He wrote a book called ExtremeOwnership, which is where,
honestly, I learned a lot of thestuff that I'm talking about
today.
And so he gets all the credit.
But in that book, It talks aboutHell Week and the Navy SEAL
training.
They were at BUDS, and BUDS isBasic Underwater Demolition
(11:02):
School SEAL training, right?
But they were at training, andthey call it Hell Week, where
they take the SEALs and they putthem through horrific conditions
to train them to overcomeadversity and survive anything,
right?
And so there was, and look, forall the military guys out there,
(11:22):
I don't know what I don't know.
I just know that.
That's my assumption.
In this training, there wereteams that were getting in rafts
and going out into the ocean,and they were called boat crews.
There were seven men assigned toa boat.
(11:44):
They were all assigned byheight.
because when you're in the boat,everybody's got a paddle, and so
they have what they call, nowagain, this is all in the book,
they had a smurf boat, becausethese guys were short, right?
And so there was a leader withthose guys, and the chief,
(12:05):
whomever the chief is, wouldcall the leaders to him, and he
would have a meeting with them,and then he would deploy the
leaders to the boats, and theywould race.
They were having boat races inthe ocean.
Again, That's what I read about.
The leaders got instruction.
They ran back to the boat crews.
This one boat was called theSmurf boat, a bunch of little
(12:26):
guys, right?
Well, they were getting theirtail kicked because they were
short, little, not as strong andwhatever.
They were getting beat.
And so they raced.
Boat number two won a lot oftimes.
Boat number six lost every time,okay?
Okay.
And boat number six developed abad attitude because they
(12:48):
continued to lose.
So boat number six is losing.
They get a bad attitude.
I'm not sure if that was theSmurf boat or not.
Maybe, probably so, maybe not.
But either way, boat number sixwas losing.
So the senior chief took theleader from boat number six, put
him in boat two, and the leaderfrom boat two in boat six.
(13:10):
What happened?
They raced again, and boatnumber six won.
Now, that's in the book.
Can I qualify that?
I'm sure Jocko wouldn't lieabout it.
But that speaks volumes aboutwhat a leader actually does.
(13:34):
So if they're getting pounded,getting their teeth kicked in,
over and over and over again,and they take the winning boat
leader and put him in that boat,and suddenly they win.
Now, how long did it take?
I don't know.
Maybe it took a couple of tries,but they won.
Again, I don't know.
But by only changing the leader,the outcome of the race changed.
Same boats, same crews, samecold water, everybody's tired,
(13:59):
same sand, yet...
It changed the results of therace.
Wow.
Yeah.
Now, again, all that's in thebook.
But at the end of the day,whether a team succeeds or
fails, it's all up to theleader.
And his ability to haveownership is critical for him to
lead or for them.
(14:20):
Okay?
So for a person to lead, theymust have ownership.
Otherwise, they're not going tolead.
Now, they might exhibitauthority and they might manage
leadership.
but they're not going to lead.
We talked about the difference.
And so the true leader hasownership or he won't lead.
(14:44):
Okay, so in Jocko's book, he haswhat they call principles of
ownership, I believe.
Anyway, so number one was to bea believer.
You must believe in the missionyourself and then sell it to
everyone around you.
The leader must believe in thegreater mission.
(15:06):
So first of all, I guess youwould say the leader has to have
a mission.
And then that mission, thatleader has to believe in it.
If he doesn't, he won't lead.
And then number two, be abeliever.
Number two, it's not what youpreach, it's what you tolerate.
And I think Tyler referred tothat last week at some level.
(15:30):
So no matter what you say, It'swhat you tolerate.
If you say, don't do this, thisis against the rules, yet you
allow it, that doesn't hold.
So you have to, it's all whatyou tolerate.
And then, of course, whensetting expectations said or
written, if substandardperformance is accepted and no
(15:53):
one is held accountable, thenpoor performance is the
standard.
So accountability is a big deal.
UNKNOWN (16:01):
Yeah.
SPEAKER_01 (16:03):
Number three is, and this is my favorite, check your
ego.
Here we are again.
We talked about it.
If you're not intentional aboutmonitoring your ego, it will get
away from you every time.
And so Jocko talks about that.
(16:24):
I think he's got a whole chapterin the book about ego and
reeling everybody in constantlywith that.
Pride is what kills leadersevery single day, kills teams
and leaders every single day.
So every man has an ego.
Every woman has an ego.
(16:46):
Just got to keep it in check.
Number four, focus on teamwork.
So division will come anddivision will go.
Stay after the goal to be on theteam.
You have to focus on the team.
If you're a leader out therelistening, you have to focus on
(17:06):
your team more than anythingelse.
They have to be number one.
And it's kind of like, I wouldsay, marriage.
Your wife has to believe she'snumber one or your husband has
to believe that they're numberone, more so for men.
It's so important.
I'm sorry, more so for women.
It's so important that a womanfeels like she's number one,
(17:27):
right?
Maddie, wouldn't you agree?
SPEAKER_00 (17:28):
Yeah, absolutely.
SPEAKER_01 (17:30):
And if you don't feel that, then you'll become
selfish and all kinds of things.
That's the same thing thathappens with the team.
If they don't feel like theirleader has them up at the top of
his list, they'll begin tochatter and not operate like
(17:50):
they should.
So division will come, divisionwill go.
Stay after the goal of the team.
Number five was keep it simple.
I like that.
Yeah.
Me too.
Man, it's so important becauseeverything is complex enough and
you just don't make it morecomplicated than it has to be.
(18:11):
And I had a guy tell me once hewas going to kiss me and I said,
what?
He said, keep it simple, stupid.
But it's real.
Like, keep it simple, man.
You know, it's not thatdifficult or complicated.
The mission is the mission andjust don't complicated so you
(18:33):
got anything on that?
SPEAKER_02 (18:35):
I live my own life simple I try to constantly like
no like what do you like take itback take it back let's keep it
simple so I can just reallylevel with that and but man this
is just an awesome list and thetolerate part really resonated
with me and what we tolerategives us our, our outcome, you
(19:03):
know, like, like what kind ofleader we are is like, you know,
there'll be, don't allowyourself to be, I don't know if
taken advantage of is theanswer, but it's something that
I could work on is to be moredirect and strict.
Oh yeah.
Like in my leadership.
SPEAKER_01 (19:20):
Right.
SPEAKER_00 (19:22):
I think tolerate has like a negative hone to it, you
know?
And I, I think that, just asI've sit here and listened, I
don't think tolerate shouldbecause it's really like, you
know, at my job now, I'm, theytolerate me having children and
activities after school anddifferent things like that.
(19:43):
And I don't, you know, theyallow me to leave work early
when I have to withoutpenalizing my PTO and things
like that.
So they're, they're toleratingme as a mom.
I know that's in that to mesounds negative, you know, but
I'm a, kick-ass employee and iget my work done and i'm a hard
(20:04):
worker and um then on the otherside on the flip side i've
worked for people who toleratethe golden egg or goose or
whatever it's the what do youcall it the employee that'll
never get in trouble you knowit's like the
SPEAKER_01 (20:20):
golden
SPEAKER_00 (20:20):
shot yeah here they go again of course they're you
know doing whatever so um I wasjust thinking in my head, like,
tolerate has such a negativekind of tone to it, but I don't
think it always has to benegative.
SPEAKER_01 (20:33):
No, not at all.
I love it.
Well, so at the end of the day,everything we just talked about,
I mean, who's responsible forthe team?
SPEAKER_00 (20:43):
The leader.
SPEAKER_01 (20:44):
The leader.
All the way.
100%.
And you take these principles.
These are ways you can haveownership, right?
So these, be a believer.
Check, well, it's not what youpreach, it's what you tolerate.
Check your ego, focus on theteam, and keep it simple.
Do those things.
You know, don't hide from thetruth.
(21:06):
You embrace the truth, okay?
And you take, again, Jocko callsit extreme ownership.
And I found a word this week.
I can't remember where I heardit.
I was watching football, by theway, Notre Dame and Georgia.
I mean, wow.
But check this out.
(21:27):
So that coach, I believe it wasNotre Dame coach after the game,
said the word.
He said the team was relentless.
I believe that's the word heused.
And, man, it stuck out to melike the word intentional stuck
out to Matty week one.
And I was like, wow, relentless.
That is a very impactful word.
(21:48):
And so I go look it up, and hesaid the team was relentless.
They weren't taking no for ananswer.
And, I mean, dude, that team wasdominating Georgia.
And, look, give the credit whenthe credit's due.
Man, that dude's been leading anoperation that nobody really
even, maybe he was just preparedfor that game.
(22:11):
But I watched the whole game.
It was really good.
And that guy, he was on amission.
He outcoached.
Oh, yeah.
100%.
100%.
SPEAKER_02 (22:20):
And you're right.
Give credit.
Yeah.
Dude
SPEAKER_01 (22:24):
did awesome, man.
SPEAKER_02 (22:25):
And I think he made a name for himself.
SPEAKER_01 (22:27):
Oh, 100%.
Yeah, Notre Dame, there'll bestuff flying for Notre Dame.
I'm sure their merchandise isout the roof.
But look, at the end of theday...
Whatever.
No, I mean, I know we're talkingto a lot of Georgia fans.
I don't, you know, look, I likethem all.
But you gotta give credit whencredit's due.
And that dude coached a heck ofa game.
(22:48):
And them boys were playing, butWhen he interviewed afterwards
and he said the team wasrelentless.
Oh, man, that word.
I was like, I got to look it up.
And I looked it up and it waslike, dude, that relentless
leadership.
If you just say that, it's like.
SPEAKER_00 (23:04):
Is that another?
SPEAKER_01 (23:05):
That's another word of the year.
Yeah.
Yeah.
So we may do.
Or
SPEAKER_00 (23:10):
attribute it or, you know.
SPEAKER_01 (23:12):
Oh,
SPEAKER_00 (23:12):
yeah.
I think.
SPEAKER_01 (23:13):
Being relentless.
There's probably one in therethat may go with it.
I don't know.
But we'll certainly look intothat.
So
SPEAKER_02 (23:20):
relentless is like just not stopping, like just go,
go, go, go.
I mean, there's got to be moreto it than that.
But that's what I think of whenI hear relentless.
It's just will not back down.
SPEAKER_01 (23:36):
Will not back down.
Keep coming up.
Matty's going to look it up.
That's good.
But relentless ownership,extreme ownership, whatever you
want to call it, You've got tobe extreme.
Yes, what you got, Maddie?
SPEAKER_00 (23:51):
Oppressively constant.
Harsh or inflexible.
SPEAKER_01 (23:57):
Inflexible.
That's good.
SPEAKER_00 (24:00):
That's a good one.
And that kind of goes back towhat you tolerate.
SPEAKER_01 (24:04):
Yeah.
SPEAKER_00 (24:04):
I mean, inflexible.
If you are relentless, then one,the people that you're leading
know what to expect.
Maybe not all the time, butyou're I mean, you're just
consistently pushing.
Yeah.
Yeah, it doesn't really saymuch.
SPEAKER_02 (24:24):
So I got a list I want us to start.
Maddie, start a list.
Servanthood, leadership,relentless leadership.
Yeah.
And let's keep adding to thatlist.
Oh, yeah.
As we move forward.
SPEAKER_01 (24:38):
So I heard a wise man say once, and this is
regarding ownership, when thingsgo bad, look in the mirror.
When things go good, lookaround.
UNKNOWN (24:48):
Yeah.
SPEAKER_01 (24:48):
Every time.
Take ownership of your problems,your shortfalls, your job, your
teams, your very life, and leadwell.
Ownership is the path tovictory.
And so we got to embraceownership.
(25:09):
And that kind of buds it up.
So questions, comments,concerns, last words?
SPEAKER_02 (25:23):
Well, ownership, again, like to me, I just
thought of ownership as apractice in owning a business,
not so much like a leadershiptool.
But I love the simplicitypieces, tolerate, and it's all
(25:45):
built on accountability,humility, teamwork.
collaboration.
SPEAKER_00 (25:56):
I think ownership goes back more to last week's
podcast with Tyler.
And y'all can make fun of me.
I'm a note taker because if Idon't write it down, then I'll
probably forget it.
Like different things thatpeople say.
And one thing that I think maybeDaniel thought of was leading,
(26:20):
or maybe, I don't know, leadingfrom the trenches.
And y'all kept kind of referringback to that while Tyler was
talking.
And I think that that rightthere kind of goes to what you
just said about when things gobad, look in the mirror.
When things go good, lookaround.
Because it's like, if you'reactually the leader with your
team and you're a good one, youknow, you have to understand as
(26:45):
a leader that, Everything thateveryone else does beneath you
or next to you, whatever youwant to call it, is because of
what you've done or what you'vesaid or, you know, something
that you've tried to convey tothem.
And I just think that takingownership is really hard.
(27:09):
It's up there for me with thehumility, I think.
But I'm also the first to tryand take Not credit, but if
something goes wrong at work,I'm going to be the one that's
like, yeah, I did this wrong andI ate it.
Let's fix it.
Or can you help me fix
SPEAKER_01 (27:26):
it?
That's ownership.
And humility.
Yeah.
That's good.
SPEAKER_02 (27:32):
Well, and moving forward this week, I just want
to not only take ownership in mybusiness practices, but also in
personal life and parenting andtaking ownership with my kids.
and relationships and myfinances, and I'm going to just
be thinking about ownership, youknow, all week.
SPEAKER_00 (27:54):
Yeah, I definitely think that these principles that
we keep talking about, it isabout leadership, but then you
also have to think about, like,in your life personally, if it
was just you, you're the leaderno matter what, whether you're
the leader of the household or,you know, at work, but, like,
there's so many other ways toapply these to life, like in a
(28:16):
personal way that like, youknow, instead of scrolling, you
know, social media every night,you start reading books that are
to do better for yourself.
Or, you know, I just think thatthis has all just been so good
that I hope people around me inmy life would say that, you
know, then better.
(28:37):
Speaking
SPEAKER_02 (28:38):
of social media, I think this experience and what
we've been doing for the pastsix weeks or whatever, it's
changed my algorithm, my socialmedia algorithm.
I keep getting all this contentthat I've never seen before.
I'm loving it.
That's what I want to see.
That's what I need to see.
That's what this show's about.
(28:58):
Good stuff.
SPEAKER_01 (29:00):
Remember, we wanted to find out what our impact is
and recognize it sooner thanlater.
And that is so what we're, whatwe're very doing is the fruit of
it is already in your life andhopefully it's going to impact
all of our audience.
Right.
So.
All right.
SPEAKER_00 (29:20):
I got one question.
SPEAKER_01 (29:21):
All right.
SPEAKER_00 (29:22):
About last week.
And I'm sorry, I keep referringto last week, but I wasn't here
and I had a lot of things Iwanted to say.
Yeah.
While y'all were recording.
But you asked Tyler aboutmanager versus leader, I think.
SPEAKER_01 (29:36):
Actually, I think he asked that question,
SPEAKER_00 (29:38):
but
SPEAKER_01 (29:39):
it was in our notes.
SPEAKER_00 (29:40):
But it was something about...
Well, I think you asked himbecause I think he went against
what I thought he would havesaid because he...
I don't know what the questionwas, but it was almost like
who's better or not who'sbetter, but it's like a manager
or a leader.
And he basically was like,you've got to have both.
(30:03):
Like, I mean, and he kind oflike...
A managing style of a leader isalso a very big characteristic
of taking ownership.
And it's a big principle ofbeing able to talk to people and
communicate with people.
But I thought it was aninteresting answer.
(30:24):
I didn't think that he was goingto.
SPEAKER_01 (30:25):
I think he asked me the question.
SPEAKER_00 (30:27):
So you were.
SPEAKER_01 (30:28):
And I answered his question.
And I remember it was a thoughtprovoking question because I had
to think about it for a minute.
And I answered his question.
And then he didn't disagree withme, but he expanded on it.
And he said, I think you needboth.
Yeah.
And I think that all of thesethings that we talk about, in
fact, encompass both.
(30:51):
I think that in order to, Imean, you can manage without
leading.
SPEAKER_00 (30:57):
Correct.
SPEAKER_01 (30:58):
Okay.
And I think that's what he wasinferring.
You can lead without managing.
Again, you put the two togetherand you have a boss.
So that's my opinion.
Now, I'm subject to that, right?
But I think that you can be agood boss if you are a leader
(31:22):
and a manager together.
And so that, again...
That's my opinion.
But Tyler just asked thequestion, and I can't remember
exactly how that went.
We'll have to go back and
SPEAKER_00 (31:32):
listen to it.
I just thought it was– I had itin my notes, and I just wanted
to
SPEAKER_01 (31:35):
– But it is interesting that you can be one
or the other or both.
SPEAKER_00 (31:42):
Yeah.
SPEAKER_01 (31:42):
And that's based on these principles.
SPEAKER_00 (31:44):
And that's what got my mind rolling last week.
I was like, golly, I know somany managers.
And you asked me who was aleader– And my answer was, I
don't think I know one leaderwith all of these qualities that
they do at all times or do well.
(32:04):
And then I know a manager.
SPEAKER_01 (32:06):
Yeah.
SPEAKER_00 (32:07):
And a bunch of managers.
SPEAKER_01 (32:09):
Yeah.
So
SPEAKER_00 (32:10):
I don't know.
SPEAKER_01 (32:10):
No, it's good.
And that shows the need for thisvery show.
SPEAKER_00 (32:15):
Right.
SPEAKER_01 (32:16):
Right.
Because if those managers thatyou're talking about would
embrace some of this stuff,they'll be able to lead better.
Make an impact.
And make an impact.
That's right.
And then when you say, thinkabout a leader or think, you
know, in the future, a year fromnow, you guys will just jump
right to someone that you knowis exhibiting these qualities.
SPEAKER_00 (32:38):
Right.
SPEAKER_01 (32:39):
And then hopefully it's you.
I hope so.
All right.
All hearts and minds clear?
Yes, sir.
Signing off, Jeremy.
I'll eat that.
Thank you.
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