February 23, 2025 • 25 mins
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In this episode of the Lead, Learn, Laugh, Grow podcast, hosts Randy Gooch introduces Judy McMurtry, CEO of JMXL Consultant and a dynamic leader with extensive experience in the aviation industry. Judy shares her inspiring journey from starting in reservations to becoming a manager at Delta Airlines and leading operations at Philadelphia International Airport. She highlights the importance of collaboration, risk-taking, and personal growth in effective leadership. Judy also discusses her faith and its role in her leadership style, future aspirations for creating an enterprise institution to support second-chance and immigrant individuals, and the transformational impact of value-based leadership programs led by the Maxwell Leadership Team.
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Episode Transcript
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Alex (00:00):
Today, we're thrilled to welcome Judy McMurtry to the
(00:02):
Lead, Learn, Laugh, Growpodcast.
She is a dynamic operationalbusiness leader and aviation
industry expert who'stransforming how organizations
approach leadership andinclusivity.
As the former manager atPhiladelphia International
Airport for Delta Airlines andchair of the Philadelphia
Airline Managers Council, Judyled initiatives that improved
airport operations by 15 percentin just three years.
(00:23):
Now, as CEO of JMXL Consultant,she combines her MBA expertise
in international business andproject management with her role
as a certified MaxwellLeadership Team member to help
organizations create lastingpositive change.
When she's not serving as Chairof the Engagement and Inclusion
Committee at the Henry CountyChamber of Commerce or being
featured on NBC's InspiringWomen of Philadelphia, you might
(00:45):
find Judy on the golf course orexploring different cultures
around the world.
Join us as we dive into Judy'sinsights on generational
workplace dynamics, strategicleadership, and the power of
inclusive organizational change.
Nancy (00:59):
Thanks, Alex.
I'm Nancy, and I'm delighted tointroduce your host, a results
driven leader who transformsprinciples into practice.
Randy Gooch knows what it takesto create real world impact.
From leading operations as achief operations officer in
education to developing cuttingedge career and technical
programs, he's proven thateffective leadership creates
measurable results.
(01:20):
Through Results Matter LeaderDevelopment, he's now sharing
these battle tested strategieswith leaders across industries.
His credentials speak volumes, aJohn Maxwell Certified Executive
Director, National KeynoteSpeaker, and Executive Coach.
But what truly sets Randy apartis his ability to blend military
precision, educationalinnovation, and business
strategy into actionableinsights that drive success.
(01:41):
Let's welcome our host andleadership catalyst, Randy
Gooch.
Randy (01:44):
Good to have you today back on the Lead, Learn, Laugh,
Grow podcast.
I have a great guest for youtoday, judy, introduce yourself
to the audience.
Judy (01:51):
I'm Judy McMurtry CEO of JM Excel Consultant.
a business operation consultantcompany and it's focused on
leadership developmentconsulting as far as helping
people scale their business aswell as workplace culture,
depending on what's going on inyour business.
I'm able to help you.
Even develop training materialand do workshops.
(02:12):
I do public speaking as well.
Randy (02:14):
That's great, Judy.
We met years ago at a JohnMaxwell conference and we've
kind of kept at least loosetouch over the years.
we were both doing something alot different at that point in
time.
I was still full time publicschools, doing some of that
leadership work on the side.
You were with, Delta airline andyou were doing some interesting
(02:36):
things.
You shared with me part of yourstory about your work at Delta.
Could you just tell peopleabout.
That progression because therewere so many wonderful things
about just a motivated personWanting to be better and I was
inspired Listening to you sharethat journey because that sets
you up so well to do what you'redoing now.
Judy (02:58):
thank you.
I started in reservations.
in the late 80s And worked myway up to become a manager.
I never wanted to really be aleader, to be honest with you.
they sought after me for threeyears and I finally decided,
okay, I'll do it.
And then the weird part aboutit, when I did become a leader,
I, my prayer to God, and I knowthis sounds crazy, but I used to
want the worst possible scenarioto happen in my first year.
(03:20):
he gave it to me the first time.
I only had six months in as aleader and they made a decision
in the hub station.
This was northwest at the timeto let all the leaders off
except for one leader.
We would have least Like 50liters on a shift there.
That's how large the station orthe operation was.
And I, and they said, it'sChristmas.
It's typically slow.
(03:41):
Let's just have one leader, torun the day shift and one at
night.
Now, mind you, I had six monthsin and I'm like, okay, I'll do
it.
No problem.
Let's do it.
And so the, that Christmasmorning, I walked into 35
canceled flights because it wasa blizzard and I was the only
leader on duty So that was myfirst experience of being a
leader.
I went numb, of course, did alot of meditation and prayer, I
(04:02):
met with my supervisor team Andtold them, if you don't feel
empowered, you are today.
I'm here to support you.
And at that point in time, theywere like, we got you, Judy.
No problem.
They took care of business.
that's when I realizedcollaboration is key.
because we did a great job, Iwent on a fast track To
leadership role with them.
I went to Hawaii.
I didn't want to go thereeither, but I went and was able
(04:23):
to do so.
What do you mean?
You didn't want to go
Randy (04:24):
to Hawaii?
Judy (04:25):
I did not want to go to Hawaii, but I went for about a
year and a half, because theyhad a hard time finding a leader
that started my path to knowthat.
I was that type of leader thatcould go into an operation and
work with the team and help themturn around, that performance.
And I left there, we were at aperfect five in every category
because I worked with the team.
Again, I got a chance to knowthe frontline employees, the,
(04:46):
government there that worked atthe airport and just a personal
influence.
I've been gifted to bring peopletogether and collaborate.
So we're stronger together forsure.
I went back to Detroit, workedon the ramp.
the ramp is unique because it'slike 95 percent male loading the
bags, Typically in a hub, youhave like 36 managers 33 of them
are male, you know, managers.
And it was only three female, Iwas the only one outside with
(05:08):
the guys.
me being a female, I had tolearn how to still be in charge
over the guys, but still givethem respect.
That was, interesting.
I learned it very well.
The guys were awesome and weworked excellent as a team
anything I needed, they werethere for me and taught me how
to work with different.
People, gender culture, reallyinteract, all people coming
together is strength I love thatwe're all different and we come
(05:30):
together and we work one commongoal.
We can accomplish anything.
So at that point, then I endedup going, I was a project
leader.
for Delta never did that beforeeither.
Randy (05:39):
I remember you telling me a story about when they said you
want to be a project leader andyou didn't know anything about
project management, how'd you goabout learning
Judy (05:48):
I learned, asked a lot of questions, got around people who
knew how to do it.
I got my MBA in projectmanagement during the time I was
actually going through learningthe projects, you know, because
you always have to seek out whatyou need to do.
So the first time.
I had nine projects, major ones,and I had no clue about being a
project leader, but I learned,and we were very successful
Comfort Plus, made six milliondollars on that project, and I
(06:10):
had a suggestion that I had madeto say, hey, we have no
technology up front.
What about if we make this a 24hour in advance?
and then we put that out to thepublic.
They were a little apprehensivebut decided to do it.
I was with Delta.
And they decided to go ahead andadvertise it 24 hours in
advance.
And we set the project upsuccessfully.
And it was great.
Randy (06:29):
All right, and I think you told me also there was a
whole lot you could learn onlineOh, absolutely You got on
YouTube, Google and you just,pulled up your bootstraps and
learned it.
Judy (06:39):
I learned it.
YouTube is my best friend.
you have geniuses that createcontent you look for people
already doing the work, youGoogle it, or you research it.
It goes back to school.
It is so many ways that you canlearn how to be better in that
area.
And then, you know, I did.
And it was the same concept.
Right after that, I went tocargo as a manager that know
nothing about logistics.
I knew airway bill.
(07:00):
I knew freight.
That was it.
But however, again, I learned,but in this case.
I leaned on the employees.
I learned each employee aboutthem personally as well as what
job skills they had.
And again, we became successfulbecause of that, but I did help
them get developed in certainareas we work collectively as a
team and did a great job in thatarea.
Randy (07:22):
Great story.
Quite a pathway and, it'sinteresting how you're still
trying to, give back to others.
and I haven't, and I let youtalk a whole lot about
successes, and I don't want todwell on this, but I know every
leader has had more failuresthan successes.
Tell me about some bigchallenges you overcame and, and
(07:43):
maybe some things that you knowthat were times in your life by
or either professionally orother things that were caught
that if you hadn't have driventhrough and overcome those, you
might not be where you're at andyou might not be able to help
people quite like you are now.
Judy (07:57):
Well, when I got sent to Philadelphia, never been a
station manager before.
I didn't know what to do.
I don't know if you want to callit a failure.
I take risk.
this was a failure because let'sput it this way.
I end up, Bringing my, like mydegrees and, you know,
displaying so people can haveconfidence that I know what I'm
doing and have knowledge andwisdom.
(08:18):
Frontline people don't careabout that.
I had to learn to meet theemployees, the frontline
employees and get to know thempersonally.
I didn't do that initially, whenI, Went to Philadelphia I also
had to not multitask put downmy, blackberry or, phone,
Randy (08:32):
That's all right.
I had one of
Judy (08:33):
those.
when the employees come inbecause we had an open door
policy that placed the phonedown, right?
And really be presence.
So I struggle with that a lot.
I really did to be presentbecause, your mind's always
racing, racing, racing, how doyou do this?
How you do that?
But to focus on the employeesand say, Hey, you're not alone.
You could really do this andteach them how to do your job.
(08:54):
So it almost really pushing thatcontrol.
Just because you're a leader,you have to let that go.
it was a struggle the firstcouple of months.
But then after I did that, andthis is how the resilience and
overcoming, cause the employeeswere reporting me to human
resources saying I was tough andwasn't paying attention to them,
once I learned to be present sitdown listen and really get to
know each employee individually,I was able to be successful with
(09:18):
the group.
I knew it take a team,collaboration I was able to, get
the numbers together they wereso segregated at this operation
and they were really, just notperforming.
It was, there wasn't clicking onall cylinders and trying to
understand what that is, why youtrying to learn a job at the
same time was a challenge.
I made mistakes especially thefirst time we had a blizzard, a
(09:38):
nor'easter coming in you'resupposed to pull out flights.
And I'm like, okay, we'll justtake four out.
And, the airport was like, whatare you kidding?
Everybody else is shutting down.
It's a blizzard Don't youunderstand And I'm like, no,
we're good.
We'll just do four.
a blessing happened, theNortheastern bypass, shifted.
we were the only airline flyingthat day.
But that wasn't because of myskills.
(10:00):
It was a
Randy (10:01):
divine accident.
Judy (10:01):
That was divine, I didn't know any better.
it worked out to my favor onthat one, but it was learning.
if you don't know how to be aleader in that type of
operation, a lot goes on at theairport.
People don't understand.
you see incidents occurringtoday.
That stuff happened beforesocial media It's so much going
on.
placed in an airport, which isthe 17th largest in the United
States with no experience.
(10:22):
That's, that was scary.
And that was, trial and error,but we got there.
We were number 21.
then became number 1 and stayedin the top 5 in 6 months That's
a lot of trial and error.
working 16 hour days, around theclock, learning the job.
Making your failures andovercoming and working with the
team and teaching your team howto think.
so they wouldn't call you atthree in the morning before I
(10:44):
was answering questions orwalking them through it and I
learned no.
Don't teach them how to think sothey don't have to call you and
empower them to do, the job andif they make a mistake, that's
okay.
we'll talk about it to getbetter.
Randy (10:55):
you mentioned taking risk.
What role, I mean, I thinksometimes younger leaders.
They're a little bit reluctantand they're wanting to climb
that ladder.
They're not wanting to, youknow, they're, they're wanting
to do well, what can you tellthem about risk taking?
And I know it's risky when youtake the risk, it's risky
encouraging people to do that.
(11:16):
But, but just talk a little bitabout what that benefit is,
because I think that's somethingthat leaders miss, they want to
play it too safe, when they playit so safe opportunities get
limited, I want you to share onthat.
Judy (11:28):
No, you're right.
the risk you have to takebecause the team struggle with
taking risks, like say, forinstance, one year In March, we
were perfect with staffing thenApril came, network gave us
extra flights.
I immediately became 21employees short on the ramp, and
18 employees short of stairs, Sothe employees, you know, I
always brought it to them, hey,here's some exciting news for
(11:48):
you.
and they would be like, what?
Are you crazy?
I listen and hear them out andthen I say, okay, what's one
thing we can do?
To make this work right and theywould tell me and they said if
we bring in a mainline flightoffload that and then bring in a
commuter flight next to itoffload that and then load the
mainline and load the commuterwe could safely get it out.
I ran a risk of working shortstaff to try to make it work
(12:11):
when we had an increased numberof flights.
But if you didn't do it, nogrowth.
Now, if I try to fight back andsay, Hey, network, just don't
bring us no more fights.
We can't handle it or we can'ttake it.
Then it would be no growth tothat city or that operation, and
we were increasing flights likeour numbers were great.
We were performing, reallyexcellent.
And when that, when you'veperformed that way, that's
(12:31):
growth.
And when you don't take risks,you lose the opportunity of
growth.
You get stagnated and you can'tmove.
You just stay stuck.
When you take the risk, you canalways do.
It's mitigated risk, right?
You do the calculation.
It's not reckless risk.
I love taking risk because Ilove failing every day.
I do fail.
because I take risk.
But because of that.
growth comes you can fix most ofthe, failures if you, understand
(12:55):
your job, well, I learned myjob, you have a team of people.
Who can see things you can't,they can identify your blind
spots too.
that's why you workcollaboratively with a group
just cause I'm a leader doesn'tmake me the smartest one there.
I have employees that are verysmart.
they do this job every day.
I believe and trust in myemployees so much, and help them
develop.
So they were not afraid to,share their opinion or take
(13:16):
risks with me.
Randy (13:18):
Absolutely.
Hey, you mentioned a word thereseveral times and I don't want,
I don't want to leave it un, un,Uncultivated.
So you talked about growth.
I mean, I think there's, youknow, there's professional
growth.
There's, there's personalgrowth.
What role does growth play asyou developed?
Not only as a business leader,but also as a human because
(13:41):
they're not really disconnected,I don't think, but tell me about
your growth and what emphasisyou place on growth and maybe
some of the things, some of theways you help others grow.
Judy (13:52):
recently did a 360 evaluation.
I'm a solopreneur, so I don'thave people who can evaluate me.
So the risk I took sent it outto my clients.
Randy (14:00):
Hey, that is risky.
Judy (14:04):
The clients, people at the chamber friends I'm associated
with, past co workers, evaluateme.
I'm with John Maxwell.
executive director, corporatefacilitator, I've been in
mastermind programs.
I read daily.
listen to podcasts.
learning from others.
Growth is important to me.
It helps me professionally andspiritually because I can't get
what I don't have.
(14:24):
So I'm not going to try to helpyou out and help you grow if I
don't have those skills orknowledge or that experience
myself.
And it gives me an opportunityto see potential in others and
pull that out of them.
Randy (14:37):
I want you to expand a little because I, I know you
enough to know that faith playsa very important part, in
everything that you do.
Yes.
Tell me about that, because, Idon't think, there again, I
don't think we can separatethat, and I know that's
important to you, so I wannagive you an opportunity to share
what that is
Judy (14:54):
My faith in God knowing I'm not in control.
He is, whatever I do, it's forthe betterment of everybody, for
myself as well as other people.
So I trust in him in everythingany opportunity I pray about it
and see if it's meant for me todo.
And when I get in a, yeah.
tough situation to be resilient.
My faith is strong and I knowthat I'm there for a reason.
I take me out of the equationand look at what I need to learn
(15:16):
who do I need to help?
what's my assignment it helps mea lot because of my faith in God
he's not going to put me in asituation I shouldn't be in,
even if it's not good I've beenin bad situations and he's
helped me out in a lot ofsituations that it's no way
possible that I could have gotout of it without him and his
help.
So yes, he's, that's number onefor me.
My faith is number one in mylife.
Randy (15:35):
All right.
I wanted to give you that chancebecause I know that is important
to you.
I'm involved in the JohnMaxwell, team as well.
very thankful for that from agrowth standpoint, developing my
leadership, pushing me at times.
who are some other people thathave been leaders in your life
that, without a doubt, if theyhadn't poured something into
you, you might not be whereyou're at.
Judy (15:56):
Oh, yes, definitely.
I was apprehensive about being aleader Ellen and Mandel saw that
in me.
a guy named Andy Zares mentoredand developed me.
Anna, in Hawaii.
taught me about airportcompliance and safety aspect of
it.
And I'm glad she did becauseit's no way in the world I could
have ran Philadelphia withoutleaders from my past pouring
into me that way.
(16:17):
Teaching me policy procedure howto treat people and to be good
to people.
She always told me to play itforward and I did pay it forward
as well as my minister, leadersin my life.
when I retired.
I went to a church.
I know I drove them crazy too,though, because we were COVID
and we were shut down and Ibecame the administrative
assistant.
six months turned into two and ahalf years, but I helped them
(16:38):
grow.
we went from 65 coming back inperson.
to 450, maybe 500, membersjoining back after a couple of
years.
So they definitely was a bigpart of my life.
in helping shape me spirituallyas well as, my personal growth,
you know, I learned a lot.
John Maxwell, Chris Robinson,Mark.
Cole and Roddy, are great.
we're constantly on calls.
(16:59):
the Maxwell program, eventonight, I have a call with
them.
We get on zoom meetings and we,it's like iron sharpens iron.
It's, it's like, okay, who has aproblem and, you know, need some
help.
we come together like amastermind program and help one
another that group of people.
Is amazing.
It's so inspiring and the energythey have, we have a, IMC coming
up in March.
I go every year, twice.
(17:19):
I go twice a year to be aroundlike minded people who love a
growth mindset and adding valueto people.
And I, I don't see that anywhereelse.
Not even in the local churches,It's like heaven on earth.
Randy (17:29):
I've always found that amazing place to be as well.
So many people with, a similarvision.
and so much of that vision iswrapped around how can I add
value to others?
Correct.
And, it, it is an awesome placeto be.
Judy (17:42):
155, 55,000 coaches 160 countries.
Randy (17:46):
From
Judy (17:46):
around the world.
Randy (17:47):
Yeah.
Judy (17:47):
Incredible.
Randy (17:48):
Now, by your work in that, haven't you gone on some
foreign type?
Judy (17:52):
Yes.
Transformation trips?
Yes.
Tell us
Randy (17:55):
bit about some of those and summarize some big takeaways
Judy (17:58):
Oh, absolutely.
this last one was Panama City,Panama.
We trained 75 coaches and closeto 6, 000 leaders on
transformation tables.
teaching them how to conductthese value based tables, when
you add value to yourself andothers, it changes, your
environment, it changes you justbecause you started in one place
doesn't mean you have to end upthere.
So we were able to go there.
We went into prisons.
we went into, The government,courthouses, we went to the
(18:21):
schools, corporations,entrepreneurs, restaurants, they
embraced us I went to Paraguay afew years back.
we're supposed to go toArgentina this year.
we have 40 countries requesting,John's coaches to help teach
transformation tables theirvalue tables.
it's teaching about good values,which we need in this world
today strong values that help uscome together no matter your
background and we can do greatthings.
Randy (18:43):
Thanks for sharing that.
I have not done that.
I hope, in the near future I, Ican do, I think that would be
awesome.
But thanks for sharing becauseI, I know those are,
transforming those that are onthe receiving end of that, but
just the testimony of, Maxwellpeople coming back, telling how
that changed their lives and,and, uh, just being involved in
something bigger than them.
(19:05):
what is something on the horizonthat is a big accomplishment or
challenge ahead of you that youwant to get accomplished?
Judy (19:13):
Oh, wow.
Okay.
here's a big one.
This is what I'm really prayingabout.
Go
Randy (19:16):
big or go home, Judy.
Judy (19:17):
I've not seen this model anywhere else.
I want to open up.
It's an enterprise institution.
Now this one has three layers toit.
So you have your businesses onthe bottom layer classroom,
middle and sleeping quarters orliving quarters on the third
floor, right?
It's focused on second chanceimmigrants, children age, you're
not a foster care.
And, you're, people who areunsheltered, homeless, and the
purpose of this is to teach thembusiness as far as, like
(19:40):
hairdresser or automobilemechanics, some HVAC things that
we are starting to lose thattalent and how to run their own
business.
the second level is theclassroom.
So they'll come attend class andafternoon and know how to be
entrepreneurs, marketing sales,finance, just the basic.
Information on how to sustainyour business.
And then the third level was thereason to sleep in quarters is
to bring them back intocommunity and let them learn how
(20:02):
to live with.
People that are different andhow do you collaborate and come
together that way?
And it would be, I would getinvestors up front, but it's
sustaining itself with thebusiness running.
So you use most of the businessto have that operate and then
take a portion of it, invest it,and then see the people two
years, it'll be a two yearprogram for them.
So they could start their ownbusiness.
(20:22):
And at that point, they willcome back and help train the
next group
Randy (20:25):
So really a business incubator on steroids, for a
group that doesn't have a lot ofresources, a lot of backing.
so.
How far along do you think youare?
what's your timeframe look like?
What kind of help could you useright now?
Judy (20:42):
Timeframe is two years.
Right now I'm working with, thesheriff department and I've also
learning about the zoning lawswith the, board of
commissioners.
I'm working on that level tounderstand how to put this
together.
I have a business plan alreadyand it's just a matter of,
working with the foster caresystem as well.
So then that way I canunderstand that dynamics of that
environment or how to pull themtogether.
And, so I'm also working with acouple of charities, so that way
(21:05):
they're able to show me, youknow, where the population or
where's the greatest need.
And partner with those groups sothat way they can, bring people
to me who have an interest and apassion for it.
They who they have identifiedthat is able to do that.
And IRC is another one for theimmigrants cause they have the
rescue mission, theinternational rescue.
Yeah, exactly.
So I'm already in contact withall of these individual
(21:26):
organizations.
And at that point, as I'mbringing it together and
redefining my business plan evenmore.
Then, in two years, I'm, I'mgoing to be ready for investors.
It may be even sooner than thatbecause somebody else may have
already taken this vision thatI'm just giving you and said, Oh
wow, I had the same thing.
Let's come together.
Okay.
Randy (21:42):
where are you located?
Where are you planning on doingthat?
Judy (21:45):
I'm in Henry County, Georgia.
Randy (21:46):
That's okay.
Well, I've got to admit that's apretty big vision.
Judy (21:50):
Well, that's where my faith is Randall, because God
gave me that vision.
If he gives it to me, as long asI'm doing the actions at small
steps to go towards it, miracleshappen every day because this
will help with the problemswe're having right now.
What?
That group of people and andit'll help businesses that are
short staff because they don'thave those type of businesses
those employees with those skillsets anymore,
Randy (22:10):
So I commend you besides the podcast, I want to stay in
touch with you about that,because that, that is awesome.
And, maybe, maybe there'ssomebody in this audience that,
has some vision like that.
Or knows about putting somethingtogether, may have created it,
please reach out to Judy,because this is, this is just an
awesome, big challenge.
And I commend you for taking iton I'm not a big betting man,
(22:33):
but I'm going to bet that youmake it happen, Judy.
I've seen you do a lot.
Judy (22:37):
I'm a make it happen kind of person.
Randy (22:38):
You are.
that is totally who you are.
that's exciting.
let me open it up.
if you had a group of, Emergingyoung leaders in front of you.
Give it, give us just that, Judygold about how to lead, lead
well, and what is what they needto focus on.
Judy (22:58):
people, need to focus on knowing who's on their team and,
finding their strengths and,making sure they're in the right
position, and sometimes you'reinherited a team, and you don't
have that, control becausethat's a team you just have, but
to really get to know them andsee what their passion desire
and, work collectively, not solois so many silo workers nowadays
(23:20):
that everybody want to work athome, and be hybrid.
No, that's not how you do itbecause then you get too
comfortable and complacent.
You want to be able to grow andstretch yourself and stretch
others.
And you only could do that ifyou work collaboratively with
other people.
So and then help develop otherpeople.
It's not just about you.
Get yourself out the way andfocus on others more.
Not saying don't take care ofyourself, of course do that, but
(23:41):
focus your energy on helpingothers develop.
And it's going to help you alsobecause they will help you.
They'll pour into you like youpour into them.
So that's what I would do.
And that's how I becamesuccessful I don't focus on my
failures.
I learn from them and try to notmake the same ones again.
as much as possible, but I leanon people.
I engage people and, I see thepotential in people even before
they see it in themselves andhelp pull that out of them.
Randy (24:03):
that's a great concept of seeing more than they see in
themselves.
in a recent interview, he wassharing one of his biggest, what
he thought was failures or notso much a failure, but.
about people pouring into him,and it was a gentleman that just
simply said in a tough time forhim, We've got your back.
We know you're gonna do good.
He didn't think that was thecase.
(24:23):
So it was almost aspirationalthat somebody was speaking in to
him.
You can do it.
Although feeling kind of likemaybe not, just that speaking
in, I've had several instanceslike that myself.
early in my career.
I worked for a colonel in themilitary and his comment to
everybody else, was, Gooch canmake that happen.
Judy (24:41):
Yeah.
Randy (24:41):
Gooch will make that happen.
A lot of times I had no idea howthat was going to happen and I
didn't think I was going to, butyou start working, digging
deeper to live up to thatpositive.
Affirmation it's an amazingthing.
Judy (24:53):
that's why I said when I first started, I didn't want to
be a leader.
I didn't see myself as a leaderand somebody else saw that in
me.
So I'm paying it forward.
Randy (25:00):
Judy, this has been a wonderful conversation thank you
for participating today, and Ilook forward to listening to
your great successes in thefuture.
Nancy (25:10):
Thanks for joining us on Lead, Learn, Laugh, Grow.
If you enjoyed today's episode,be sure to follow wherever you
get your podcasts and share itwith a friend who's passionate
about growth.
Connect with me on LinkedIn orvisit rmleadership.
com to continue your leadershipjourney.
Until next time, keep growing.
Today, we're thrilled to welcome Judy McMurtry to the
(00:02):
Lead, Learn, Laugh, Growpodcast.
She is a dynamic operationalbusiness leader and aviation
industry expert who'stransforming how organizations
approach leadership andinclusivity.
As the former manager atPhiladelphia International
Airport for Delta Airlines andchair of the Philadelphia
Airline Managers Council, Judyled initiatives that improved
airport operations by 15 percentin just three years.
(00:23):
Now, as CEO of JMXL Consultant,she combines her MBA expertise
in international business andproject management with her role
as a certified MaxwellLeadership Team member to help
organizations create lastingpositive change.
When she's not serving as Chairof the Engagement and Inclusion
Committee at the Henry CountyChamber of Commerce or being
featured on NBC's InspiringWomen of Philadelphia, you might
(00:45):
find Judy on the golf course orexploring different cultures
around the world.
Join us as we dive into Judy'sinsights on generational
workplace dynamics, strategicleadership, and the power of
inclusive organizational change.
Nancy (00:59):
Thanks, Alex.
I'm Nancy, and I'm delighted tointroduce your host, a results
driven leader who transformsprinciples into practice.
Randy Gooch knows what it takesto create real world impact.
From leading operations as achief operations officer in
education to developing cuttingedge career and technical
programs, he's proven thateffective leadership creates
measurable results.
(01:20):
Through Results Matter LeaderDevelopment, he's now sharing
these battle tested strategieswith leaders across industries.
His credentials speak volumes, aJohn Maxwell Certified Executive
Director, National KeynoteSpeaker, and Executive Coach.
But what truly sets Randy apartis his ability to blend military
precision, educationalinnovation, and business
strategy into actionableinsights that drive success.
(01:41):
Let's welcome our host andleadership catalyst, Randy
Gooch.
Randy (01:44):
Good to have you today back on the Lead, Learn, Laugh,
Grow podcast.
I have a great guest for youtoday, judy, introduce yourself
to the audience.
Judy (01:51):
I'm Judy McMurtry CEO of JM Excel Consultant.
a business operation consultantcompany and it's focused on
leadership developmentconsulting as far as helping
people scale their business aswell as workplace culture,
depending on what's going on inyour business.
I'm able to help you.
Even develop training materialand do workshops.
(02:12):
I do public speaking as well.
Randy (02:14):
That's great, Judy.
We met years ago at a JohnMaxwell conference and we've
kind of kept at least loosetouch over the years.
we were both doing something alot different at that point in
time.
I was still full time publicschools, doing some of that
leadership work on the side.
You were with, Delta airline andyou were doing some interesting
(02:36):
things.
You shared with me part of yourstory about your work at Delta.
Could you just tell peopleabout.
That progression because therewere so many wonderful things
about just a motivated personWanting to be better and I was
inspired Listening to you sharethat journey because that sets
you up so well to do what you'redoing now.
Judy (02:58):
thank you.
I started in reservations.
in the late 80s And worked myway up to become a manager.
I never wanted to really be aleader, to be honest with you.
they sought after me for threeyears and I finally decided,
okay, I'll do it.
And then the weird part aboutit, when I did become a leader,
I, my prayer to God, and I knowthis sounds crazy, but I used to
want the worst possible scenarioto happen in my first year.
(03:20):
he gave it to me the first time.
I only had six months in as aleader and they made a decision
in the hub station.
This was northwest at the timeto let all the leaders off
except for one leader.
We would have least Like 50liters on a shift there.
That's how large the station orthe operation was.
And I, and they said, it'sChristmas.
It's typically slow.
(03:41):
Let's just have one leader, torun the day shift and one at
night.
Now, mind you, I had six monthsin and I'm like, okay, I'll do
it.
No problem.
Let's do it.
And so the, that Christmasmorning, I walked into 35
canceled flights because it wasa blizzard and I was the only
leader on duty So that was myfirst experience of being a
leader.
I went numb, of course, did alot of meditation and prayer, I
(04:02):
met with my supervisor team Andtold them, if you don't feel
empowered, you are today.
I'm here to support you.
And at that point in time, theywere like, we got you, Judy.
No problem.
They took care of business.
that's when I realizedcollaboration is key.
because we did a great job, Iwent on a fast track To
leadership role with them.
I went to Hawaii.
I didn't want to go thereeither, but I went and was able
(04:23):
to do so.
What do you mean?
You didn't want to go
Randy (04:24):
to Hawaii?
Judy (04:25):
I did not want to go to Hawaii, but I went for about a
year and a half, because theyhad a hard time finding a leader
that started my path to knowthat.
I was that type of leader thatcould go into an operation and
work with the team and help themturn around, that performance.
And I left there, we were at aperfect five in every category
because I worked with the team.
Again, I got a chance to knowthe frontline employees, the,
(04:46):
government there that worked atthe airport and just a personal
influence.
I've been gifted to bring peopletogether and collaborate.
So we're stronger together forsure.
I went back to Detroit, workedon the ramp.
the ramp is unique because it'slike 95 percent male loading the
bags, Typically in a hub, youhave like 36 managers 33 of them
are male, you know, managers.
And it was only three female, Iwas the only one outside with
(05:08):
the guys.
me being a female, I had tolearn how to still be in charge
over the guys, but still givethem respect.
That was, interesting.
I learned it very well.
The guys were awesome and weworked excellent as a team
anything I needed, they werethere for me and taught me how
to work with different.
People, gender culture, reallyinteract, all people coming
together is strength I love thatwe're all different and we come
(05:30):
together and we work one commongoal.
We can accomplish anything.
So at that point, then I endedup going, I was a project
leader.
for Delta never did that beforeeither.
Randy (05:39):
I remember you telling me a story about when they said you
want to be a project leader andyou didn't know anything about
project management, how'd you goabout learning
Judy (05:48):
I learned, asked a lot of questions, got around people who
knew how to do it.
I got my MBA in projectmanagement during the time I was
actually going through learningthe projects, you know, because
you always have to seek out whatyou need to do.
So the first time.
I had nine projects, major ones,and I had no clue about being a
project leader, but I learned,and we were very successful
Comfort Plus, made six milliondollars on that project, and I
(06:10):
had a suggestion that I had madeto say, hey, we have no
technology up front.
What about if we make this a 24hour in advance?
and then we put that out to thepublic.
They were a little apprehensivebut decided to do it.
I was with Delta.
And they decided to go ahead andadvertise it 24 hours in
advance.
And we set the project upsuccessfully.
And it was great.
Randy (06:29):
All right, and I think you told me also there was a
whole lot you could learn onlineOh, absolutely You got on
YouTube, Google and you just,pulled up your bootstraps and
learned it.
Judy (06:39):
I learned it.
YouTube is my best friend.
you have geniuses that createcontent you look for people
already doing the work, youGoogle it, or you research it.
It goes back to school.
It is so many ways that you canlearn how to be better in that
area.
And then, you know, I did.
And it was the same concept.
Right after that, I went tocargo as a manager that know
nothing about logistics.
I knew airway bill.
(07:00):
I knew freight.
That was it.
But however, again, I learned,but in this case.
I leaned on the employees.
I learned each employee aboutthem personally as well as what
job skills they had.
And again, we became successfulbecause of that, but I did help
them get developed in certainareas we work collectively as a
team and did a great job in thatarea.
Randy (07:22):
Great story.
Quite a pathway and, it'sinteresting how you're still
trying to, give back to others.
and I haven't, and I let youtalk a whole lot about
successes, and I don't want todwell on this, but I know every
leader has had more failuresthan successes.
Tell me about some bigchallenges you overcame and, and
(07:43):
maybe some things that you knowthat were times in your life by
or either professionally orother things that were caught
that if you hadn't have driventhrough and overcome those, you
might not be where you're at andyou might not be able to help
people quite like you are now.
Judy (07:57):
Well, when I got sent to Philadelphia, never been a
station manager before.
I didn't know what to do.
I don't know if you want to callit a failure.
I take risk.
this was a failure because let'sput it this way.
I end up, Bringing my, like mydegrees and, you know,
displaying so people can haveconfidence that I know what I'm
doing and have knowledge andwisdom.
(08:18):
Frontline people don't careabout that.
I had to learn to meet theemployees, the frontline
employees and get to know thempersonally.
I didn't do that initially, whenI, Went to Philadelphia I also
had to not multitask put downmy, blackberry or, phone,
Randy (08:32):
That's all right.
I had one of
Judy (08:33):
those.
when the employees come inbecause we had an open door
policy that placed the phonedown, right?
And really be presence.
So I struggle with that a lot.
I really did to be presentbecause, your mind's always
racing, racing, racing, how doyou do this?
How you do that?
But to focus on the employeesand say, Hey, you're not alone.
You could really do this andteach them how to do your job.
(08:54):
So it almost really pushing thatcontrol.
Just because you're a leader,you have to let that go.
it was a struggle the firstcouple of months.
But then after I did that, andthis is how the resilience and
overcoming, cause the employeeswere reporting me to human
resources saying I was tough andwasn't paying attention to them,
once I learned to be present sitdown listen and really get to
know each employee individually,I was able to be successful with
(09:18):
the group.
I knew it take a team,collaboration I was able to, get
the numbers together they wereso segregated at this operation
and they were really, just notperforming.
It was, there wasn't clicking onall cylinders and trying to
understand what that is, why youtrying to learn a job at the
same time was a challenge.
I made mistakes especially thefirst time we had a blizzard, a
(09:38):
nor'easter coming in you'resupposed to pull out flights.
And I'm like, okay, we'll justtake four out.
And, the airport was like, whatare you kidding?
Everybody else is shutting down.
It's a blizzard Don't youunderstand And I'm like, no,
we're good.
We'll just do four.
a blessing happened, theNortheastern bypass, shifted.
we were the only airline flyingthat day.
But that wasn't because of myskills.
(10:00):
It was a
Randy (10:01):
divine accident.
Judy (10:01):
That was divine, I didn't know any better.
it worked out to my favor onthat one, but it was learning.
if you don't know how to be aleader in that type of
operation, a lot goes on at theairport.
People don't understand.
you see incidents occurringtoday.
That stuff happened beforesocial media It's so much going
on.
placed in an airport, which isthe 17th largest in the United
States with no experience.
(10:22):
That's, that was scary.
And that was, trial and error,but we got there.
We were number 21.
then became number 1 and stayedin the top 5 in 6 months That's
a lot of trial and error.
working 16 hour days, around theclock, learning the job.
Making your failures andovercoming and working with the
team and teaching your team howto think.
so they wouldn't call you atthree in the morning before I
(10:44):
was answering questions orwalking them through it and I
learned no.
Don't teach them how to think sothey don't have to call you and
empower them to do, the job andif they make a mistake, that's
okay.
we'll talk about it to getbetter.
Randy (10:55):
you mentioned taking risk.
What role, I mean, I thinksometimes younger leaders.
They're a little bit reluctantand they're wanting to climb
that ladder.
They're not wanting to, youknow, they're, they're wanting
to do well, what can you tellthem about risk taking?
And I know it's risky when youtake the risk, it's risky
encouraging people to do that.
(11:16):
But, but just talk a little bitabout what that benefit is,
because I think that's somethingthat leaders miss, they want to
play it too safe, when they playit so safe opportunities get
limited, I want you to share onthat.
Judy (11:28):
No, you're right.
the risk you have to takebecause the team struggle with
taking risks, like say, forinstance, one year In March, we
were perfect with staffing thenApril came, network gave us
extra flights.
I immediately became 21employees short on the ramp, and
18 employees short of stairs, Sothe employees, you know, I
always brought it to them, hey,here's some exciting news for
(11:48):
you.
and they would be like, what?
Are you crazy?
I listen and hear them out andthen I say, okay, what's one
thing we can do?
To make this work right and theywould tell me and they said if
we bring in a mainline flightoffload that and then bring in a
commuter flight next to itoffload that and then load the
mainline and load the commuterwe could safely get it out.
I ran a risk of working shortstaff to try to make it work
(12:11):
when we had an increased numberof flights.
But if you didn't do it, nogrowth.
Now, if I try to fight back andsay, Hey, network, just don't
bring us no more fights.
We can't handle it or we can'ttake it.
Then it would be no growth tothat city or that operation, and
we were increasing flights likeour numbers were great.
We were performing, reallyexcellent.
And when that, when you'veperformed that way, that's
(12:31):
growth.
And when you don't take risks,you lose the opportunity of
growth.
You get stagnated and you can'tmove.
You just stay stuck.
When you take the risk, you canalways do.
It's mitigated risk, right?
You do the calculation.
It's not reckless risk.
I love taking risk because Ilove failing every day.
I do fail.
because I take risk.
But because of that.
growth comes you can fix most ofthe, failures if you, understand
(12:55):
your job, well, I learned myjob, you have a team of people.
Who can see things you can't,they can identify your blind
spots too.
that's why you workcollaboratively with a group
just cause I'm a leader doesn'tmake me the smartest one there.
I have employees that are verysmart.
they do this job every day.
I believe and trust in myemployees so much, and help them
develop.
So they were not afraid to,share their opinion or take
(13:16):
risks with me.
Randy (13:18):
Absolutely.
Hey, you mentioned a word thereseveral times and I don't want,
I don't want to leave it un, un,Uncultivated.
So you talked about growth.
I mean, I think there's, youknow, there's professional
growth.
There's, there's personalgrowth.
What role does growth play asyou developed?
Not only as a business leader,but also as a human because
(13:41):
they're not really disconnected,I don't think, but tell me about
your growth and what emphasisyou place on growth and maybe
some of the things, some of theways you help others grow.
Judy (13:52):
recently did a 360 evaluation.
I'm a solopreneur, so I don'thave people who can evaluate me.
So the risk I took sent it outto my clients.
Randy (14:00):
Hey, that is risky.
Judy (14:04):
The clients, people at the chamber friends I'm associated
with, past co workers, evaluateme.
I'm with John Maxwell.
executive director, corporatefacilitator, I've been in
mastermind programs.
I read daily.
listen to podcasts.
learning from others.
Growth is important to me.
It helps me professionally andspiritually because I can't get
what I don't have.
(14:24):
So I'm not going to try to helpyou out and help you grow if I
don't have those skills orknowledge or that experience
myself.
And it gives me an opportunityto see potential in others and
pull that out of them.
Randy (14:37):
I want you to expand a little because I, I know you
enough to know that faith playsa very important part, in
everything that you do.
Yes.
Tell me about that, because, Idon't think, there again, I
don't think we can separatethat, and I know that's
important to you, so I wannagive you an opportunity to share
what that is
Judy (14:54):
My faith in God knowing I'm not in control.
He is, whatever I do, it's forthe betterment of everybody, for
myself as well as other people.
So I trust in him in everythingany opportunity I pray about it
and see if it's meant for me todo.
And when I get in a, yeah.
tough situation to be resilient.
My faith is strong and I knowthat I'm there for a reason.
I take me out of the equationand look at what I need to learn
(15:16):
who do I need to help?
what's my assignment it helps mea lot because of my faith in God
he's not going to put me in asituation I shouldn't be in,
even if it's not good I've beenin bad situations and he's
helped me out in a lot ofsituations that it's no way
possible that I could have gotout of it without him and his
help.
So yes, he's, that's number onefor me.
My faith is number one in mylife.
Randy (15:35):
All right.
I wanted to give you that chancebecause I know that is important
to you.
I'm involved in the JohnMaxwell, team as well.
very thankful for that from agrowth standpoint, developing my
leadership, pushing me at times.
who are some other people thathave been leaders in your life
that, without a doubt, if theyhadn't poured something into
you, you might not be whereyou're at.
Judy (15:56):
Oh, yes, definitely.
I was apprehensive about being aleader Ellen and Mandel saw that
in me.
a guy named Andy Zares mentoredand developed me.
Anna, in Hawaii.
taught me about airportcompliance and safety aspect of
it.
And I'm glad she did becauseit's no way in the world I could
have ran Philadelphia withoutleaders from my past pouring
into me that way.
(16:17):
Teaching me policy procedure howto treat people and to be good
to people.
She always told me to play itforward and I did pay it forward
as well as my minister, leadersin my life.
when I retired.
I went to a church.
I know I drove them crazy too,though, because we were COVID
and we were shut down and Ibecame the administrative
assistant.
six months turned into two and ahalf years, but I helped them
(16:38):
grow.
we went from 65 coming back inperson.
to 450, maybe 500, membersjoining back after a couple of
years.
So they definitely was a bigpart of my life.
in helping shape me spirituallyas well as, my personal growth,
you know, I learned a lot.
John Maxwell, Chris Robinson,Mark.
Cole and Roddy, are great.
we're constantly on calls.
(16:59):
the Maxwell program, eventonight, I have a call with
them.
We get on zoom meetings and we,it's like iron sharpens iron.
It's, it's like, okay, who has aproblem and, you know, need some
help.
we come together like amastermind program and help one
another that group of people.
Is amazing.
It's so inspiring and the energythey have, we have a, IMC coming
up in March.
I go every year, twice.
(17:19):
I go twice a year to be aroundlike minded people who love a
growth mindset and adding valueto people.
And I, I don't see that anywhereelse.
Not even in the local churches,It's like heaven on earth.
Randy (17:29):
I've always found that amazing place to be as well.
So many people with, a similarvision.
and so much of that vision iswrapped around how can I add
value to others?
Correct.
And, it, it is an awesome placeto be.
Judy (17:42):
155, 55,000 coaches 160 countries.
Randy (17:46):
From
Judy (17:46):
around the world.
Randy (17:47):
Yeah.
Judy (17:47):
Incredible.
Randy (17:48):
Now, by your work in that, haven't you gone on some
foreign type?
Judy (17:52):
Yes.
Transformation trips?
Yes.
Tell us
Randy (17:55):
bit about some of those and summarize some big takeaways
Judy (17:58):
Oh, absolutely.
this last one was Panama City,Panama.
We trained 75 coaches and closeto 6, 000 leaders on
transformation tables.
teaching them how to conductthese value based tables, when
you add value to yourself andothers, it changes, your
environment, it changes you justbecause you started in one place
doesn't mean you have to end upthere.
So we were able to go there.
We went into prisons.
we went into, The government,courthouses, we went to the
(18:21):
schools, corporations,entrepreneurs, restaurants, they
embraced us I went to Paraguay afew years back.
we're supposed to go toArgentina this year.
we have 40 countries requesting,John's coaches to help teach
transformation tables theirvalue tables.
it's teaching about good values,which we need in this world
today strong values that help uscome together no matter your
background and we can do greatthings.
Randy (18:43):
Thanks for sharing that.
I have not done that.
I hope, in the near future I, Ican do, I think that would be
awesome.
But thanks for sharing becauseI, I know those are,
transforming those that are onthe receiving end of that, but
just the testimony of, Maxwellpeople coming back, telling how
that changed their lives and,and, uh, just being involved in
something bigger than them.
(19:05):
what is something on the horizonthat is a big accomplishment or
challenge ahead of you that youwant to get accomplished?
Judy (19:13):
Oh, wow.
Okay.
here's a big one.
This is what I'm really prayingabout.
Go
Randy (19:16):
big or go home, Judy.
Judy (19:17):
I've not seen this model anywhere else.
I want to open up.
It's an enterprise institution.
Now this one has three layers toit.
So you have your businesses onthe bottom layer classroom,
middle and sleeping quarters orliving quarters on the third
floor, right?
It's focused on second chanceimmigrants, children age, you're
not a foster care.
And, you're, people who areunsheltered, homeless, and the
purpose of this is to teach thembusiness as far as, like
(19:40):
hairdresser or automobilemechanics, some HVAC things that
we are starting to lose thattalent and how to run their own
business.
the second level is theclassroom.
So they'll come attend class andafternoon and know how to be
entrepreneurs, marketing sales,finance, just the basic.
Information on how to sustainyour business.
And then the third level was thereason to sleep in quarters is
to bring them back intocommunity and let them learn how
(20:02):
to live with.
People that are different andhow do you collaborate and come
together that way?
And it would be, I would getinvestors up front, but it's
sustaining itself with thebusiness running.
So you use most of the businessto have that operate and then
take a portion of it, invest it,and then see the people two
years, it'll be a two yearprogram for them.
So they could start their ownbusiness.
(20:22):
And at that point, they willcome back and help train the
next group
Randy (20:25):
So really a business incubator on steroids, for a
group that doesn't have a lot ofresources, a lot of backing.
so.
How far along do you think youare?
what's your timeframe look like?
What kind of help could you useright now?
Judy (20:42):
Timeframe is two years.
Right now I'm working with, thesheriff department and I've also
learning about the zoning lawswith the, board of
commissioners.
I'm working on that level tounderstand how to put this
together.
I have a business plan alreadyand it's just a matter of,
working with the foster caresystem as well.
So then that way I canunderstand that dynamics of that
environment or how to pull themtogether.
And, so I'm also working with acouple of charities, so that way
(21:05):
they're able to show me, youknow, where the population or
where's the greatest need.
And partner with those groups sothat way they can, bring people
to me who have an interest and apassion for it.
They who they have identifiedthat is able to do that.
And IRC is another one for theimmigrants cause they have the
rescue mission, theinternational rescue.
Yeah, exactly.
So I'm already in contact withall of these individual
(21:26):
organizations.
And at that point, as I'mbringing it together and
redefining my business plan evenmore.
Then, in two years, I'm, I'mgoing to be ready for investors.
It may be even sooner than thatbecause somebody else may have
already taken this vision thatI'm just giving you and said, Oh
wow, I had the same thing.
Let's come together.
Okay.
Randy (21:42):
where are you located?
Where are you planning on doingthat?
Judy (21:45):
I'm in Henry County, Georgia.
Randy (21:46):
That's okay.
Well, I've got to admit that's apretty big vision.
Judy (21:50):
Well, that's where my faith is Randall, because God
gave me that vision.
If he gives it to me, as long asI'm doing the actions at small
steps to go towards it, miracleshappen every day because this
will help with the problemswe're having right now.
What?
That group of people and andit'll help businesses that are
short staff because they don'thave those type of businesses
those employees with those skillsets anymore,
Randy (22:10):
So I commend you besides the podcast, I want to stay in
touch with you about that,because that, that is awesome.
And, maybe, maybe there'ssomebody in this audience that,
has some vision like that.
Or knows about putting somethingtogether, may have created it,
please reach out to Judy,because this is, this is just an
awesome, big challenge.
And I commend you for taking iton I'm not a big betting man,
(22:33):
but I'm going to bet that youmake it happen, Judy.
I've seen you do a lot.
Judy (22:37):
I'm a make it happen kind of person.
Randy (22:38):
You are.
that is totally who you are.
that's exciting.
let me open it up.
if you had a group of, Emergingyoung leaders in front of you.
Give it, give us just that, Judygold about how to lead, lead
well, and what is what they needto focus on.
Judy (22:58):
people, need to focus on knowing who's on their team and,
finding their strengths and,making sure they're in the right
position, and sometimes you'reinherited a team, and you don't
have that, control becausethat's a team you just have, but
to really get to know them andsee what their passion desire
and, work collectively, not solois so many silo workers nowadays
(23:20):
that everybody want to work athome, and be hybrid.
No, that's not how you do itbecause then you get too
comfortable and complacent.
You want to be able to grow andstretch yourself and stretch
others.
And you only could do that ifyou work collaboratively with
other people.
So and then help develop otherpeople.
It's not just about you.
Get yourself out the way andfocus on others more.
Not saying don't take care ofyourself, of course do that, but
(23:41):
focus your energy on helpingothers develop.
And it's going to help you alsobecause they will help you.
They'll pour into you like youpour into them.
So that's what I would do.
And that's how I becamesuccessful I don't focus on my
failures.
I learn from them and try to notmake the same ones again.
as much as possible, but I leanon people.
I engage people and, I see thepotential in people even before
they see it in themselves andhelp pull that out of them.
Randy (24:03):
that's a great concept of seeing more than they see in
themselves.
in a recent interview, he wassharing one of his biggest, what
he thought was failures or notso much a failure, but.
about people pouring into him,and it was a gentleman that just
simply said in a tough time forhim, We've got your back.
We know you're gonna do good.
He didn't think that was thecase.
(24:23):
So it was almost aspirationalthat somebody was speaking in to
him.
You can do it.
Although feeling kind of likemaybe not, just that speaking
in, I've had several instanceslike that myself.
early in my career.
I worked for a colonel in themilitary and his comment to
everybody else, was, Gooch canmake that happen.
Judy (24:41):
Yeah.
Randy (24:41):
Gooch will make that happen.
A lot of times I had no idea howthat was going to happen and I
didn't think I was going to, butyou start working, digging
deeper to live up to thatpositive.
Affirmation it's an amazingthing.
Judy (24:53):
that's why I said when I first started, I didn't want to
be a leader.
I didn't see myself as a leaderand somebody else saw that in
me.
So I'm paying it forward.
Randy (25:00):
Judy, this has been a wonderful conversation thank you
for participating today, and Ilook forward to listening to
your great successes in thefuture.
Nancy (25:10):
Thanks for joining us on Lead, Learn, Laugh, Grow.
If you enjoyed today's episode,be sure to follow wherever you
get your podcasts and share itwith a friend who's passionate
about growth.
Connect with me on LinkedIn orvisit rmleadership.
com to continue your leadershipjourney.
Until next time, keep growing.
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