June 27, 2024 • 48 mins
Join Dr. Lewis in a conversation with Enrique Acosta Gonzalez. Enrique is the CEO of Triad Leadership Solutions LLC. and a 26-year US Navy veteran. He is a best-selling author of five books and an award-winning podcaster. Enrique is a sought-after John Maxwell certified coach, trainer, and speaker and is an avid mentor in three national and international organizations. Website: www.triadleadershipsolutions.com Email: triadleadershipsolutions.com
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W four WN Radio. I gotthe time And did you know women represent
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just three percent of Fortune five hundredCEOs and less than fifteen percent of corporate
executives at top companies worldwide. Haveyou wondered what the secrets are to getting
into the top ranks, whether inthe private or public sector. Do you
want to figure out how to stopbeing held back in your career? Are
(01:15):
passed over for promotion, then you'rein the right place. Hi. I'm
doctor Mattlananne lewis President and CEO ofthe Executive Women's Success Institute. I have
decades of experience in the military,the federal government, and corporate America,
and my mission is to help womensucceed and tap into their full potential.
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I want to reach a million pluswomen around the world to become the leaders
they are meant to be. Soif you want to move into a management
or executive level position, or maybeyou are a female veteran transitioning out of
the military into business entrepreneurship, thenreach out to the Executive Women's Success Institute
at three zero one three two eightfour. Let us get you on the
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fast track to success. Well.Hello, and welcome to the Success for
Women's Show, where you can viewus on Talk for TV and listen to
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us on the Women for Women Network. I am doctor Madeline Ann Lewis your
host, and my mission is tohelp women accelerate the path to success.
Well, today's topic is from SuckCess to Success and my guest is Enrique
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Augusta Gonzales. Let me just giveyou a little background on Enrique. Enrique
is the CEO of Triad Leadership Solutions, LLC, and he served twenty six
years in the United States Navy.He is on the Powered List of the
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top two hundred, number seventy sixthought leaders to Follow, and he is
on the Bestsellers list with five booksto his credit. As well as being
an award winning podcaster, he isalso a sought after John Maxwell's certified coach,
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trainer and speaker, and is anadvid mentor in three national and international
organizations. His impactful delivery of leadershiptruths leaves the listener with renewed hope and
energize to regain their position in leadershipand make an impact in their year of
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influence. I would like to welcometo the Successful Women's Show Enrique Augusta Gonzales.
Hi, I welcome, Thank youfor joining us today. It is
a pleasure to have you on theshow. I'm so excited because leadership is
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always one of the things that Ilove to, you know, just make
sure to kind of stay up onand the women that I work with to
make sure that they are functioning asthey should in that area. So,
but before we get started, Ialways give the standard bio on my guests,
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but I then like to ask myguests to just tell us what you
want us to know about Enrique AugustaGonzales. Well, if there's anything to
know is that I'm a servant atheart and aim to stay that way.
We had a lot of leadership opportunitiesin life and a lot of opportunities to
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lead others in many ways, butI do it from a servant standpoint and
try to make sure that at theend of life that someone can say of
me, you know, he servedme well, absolutely absolutely. So tell
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us, you know, first ofall, I want to talk about the
title in case my viewers didn't getthat, from sucess to success so suck
being s U C K C ES S. So tell us about that.
Talk to us about that, youknow, give us an idea of
what that means. Yeah. So, you know, there's a lot of
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folks that are trying to find whatsuccess means to them, and we know
by now for those that are seasonedthat success is individual and sometimes at a
time right, you will have periodsof success. You'll have moments of success,
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You'll have projects that have been successful, and yet and still is still
it is a thing that we're chasingalmost daily. And I have come across
and I'll tell you, even myself, I have had times where I've gotten
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awards, I've gotten promotions, Ihave got accolades, praise, you name
it, but inside I was notsuccessful. And so I started to think
about those moments as a leader andas a human myself living, and I
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identified that external success does not meaninternal success. You could literally be sucking
at life and still get accolades.So what you see people getting at awards,
banquets and all that maybe a verynice show, but internally they suck.
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Everything is everything is like that.And so that's where that came from
a personal reflection of my periods ofsuccess and how I felt during those times.
And I said, how appropriate thatsuck was still fitting there. And
so I said, you know whatI want to do with TRYAD leadership solutions
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is take people from that internal successand make get success and external success where
they can meet and and then youcould actually feel the joy, the full
joy of life and living. Mhm wow, that's interesting. So if
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I know your your specialty is leadership, Okay, so tell us in you
know, what does leadership really meanto you? I know you you talked
about the success part of it andyou know the internal part of it.
But as a leader yourself, tellus what it. What does leadership mean
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to you? Yeah, leadership meansto me that you can become the best
follower there is. You know,there's a thin line between the position of
best follower ever and leader absolutely,and it's so thin that sometimes you go
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back and forth, right, Butit's a delicate dance between those two positions.
But you can't lose either one ofthem. As a leader, you
have to know at times that you'reat the head and you're you know,
you're calling this the shots and allof this, and then there are times
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where you have to meander over tothe best follower category and let somebody else
lead for the sake of their growth. Right. So that delicate dance is
what I call leadership. Wow.And you know, I always think about
what the military, because you know, I was in the army. Always
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they always used to say lead,follower, get out the way, you
know, so you know it that'sactually true. Like you say, there's
a there's a line there. You'reeither leading, you are you following,
But sometimes you may have to insome cases wind up doing both. You
know, you might be the leaderon something and you know where you are,
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ordinarily people think of you as theleader, but in this particular thing,
it may not be your time tobe the leader. You might have
to follow someone, you know,because of what's going on and with what
needs to happen. So, yeah, I understand that now you are as
a leader, as a leadership youare a leadership manager and career developer from
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what I was looking at from youryour bio and different things like that.
So tell us which type of leadershipdo you like to focus on. I
like to focus on the positional leadershipand and so and this is what I
mean by that, going back toour military days, right, so you're
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running information, yeah, and youhave different positions. You got your guide
on. That guide on is inthe front. That guid on never moves
back, right. The people mayswitch out, but that flag is in
front. And so you have somepeople that or that's their position, they
don't they don't move from the front. But then you have your cadence caller,
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your cadence caller called to be onthe side and at the middle,
not at front, not in theback, right enough for him to be
heard or heard to be heard evenlyacross the whole you know, formation.
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And then you have those that arein the back that not necessarily all the
weakest because someone has to pull thestragglers right, and so that that that
switch and every one of those areleading at what how I say where they
are, where they are leading wherethey are and so uh and I take
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a lot of my analogies and alot of my applications from my military uh
you know, history or experience,because I've seen those positions mismanaged. Even
in a cadence car, they havesomebody in the front that can't take,
you know, take the load.The person in the front has to do
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the whole thing without any hiccups unlessyou're gonna switch them out right, yes,
but the shot caller, if theyfall back, the people in the
front are not gonna get in stepright. So I've seen those positions mismanaged
at times, even even just runningright and absolutely, and so I started
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I started to think, Okay,what's this thing of positional leadership, and
how can I address that with allthose that come to me. So I
say that because at first I tryto find out where they are in the
formation. Okay, you know whereare you and I'm in the front,
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but you're in the front, butyou're focusing on stragglers, So how can
you you know? And so that'swhy I say I focus on positional leadership.
That way we can get them inthe right spot doing the right thing,
and then if they want to switch, then we can look at that
career transition and get them switched exactly, because you wouldn't necessarily always put like
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you were saying, the running formation, You're not going to always put the
fastest runner on that front row becausesome of those people in the back can't
keep up with that person that fastrun on the front. So sometimes that
fast runner got to be in theback, like you say, so they
can help motivate and bring those stragglersalong, you know. So, yeah,
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it's all about the position and positioning. You're absolutely correct, and that
that it's interesting that you use that, you know, as you do your
programs and how you do your business. Interesting that you use the military analogy.
I don't. I never looked atit from that standpoint. I guess
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I always did it from the standpointof the discipline part of it, you
know, looking at it from thatpoint, you know, like it's saying,
make a decision to stick to it, good, bad, or and
different. You know, I kindof look at it from that point of
view. But that's interesting that youthat you you say that when you're looking
at the formation and stuff like that, and how their positioned. And that
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that's also depending on the leadership rolestoo, and at least to why we
say no one left behind, noone left behind, because we have to
know that at any given time duringthat you know, evolution, we're going
to have some people want to giveup. Oh yeah, I've been there,
but you know they're twenty five milerucksack margin and all that kind of
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stuff. Yeah, just so ohyeah, but we rotate the people as
we were looking. We're looking andwe're seeing and we said, okay,
hey, Johnny, go back,Hey soon, go get this on,
go get yeah, and then buteverybody makes it together, right, and
so you know that that mentality ofno one left behind exactly facilitates those those
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things together and they come back together. Absolutely. Wow. That that's that's
a great way to look at itthat I had, like I said,
I had not looked at it fromthat standpoint. Now, I know,
like you said, you were inthe Navy. So did most of your
leadership training come from being in theservice? Is that you know where you
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picked up most of your leadership training? Well, leadership started in high school
in oral right, So I wasRotzi and and I had some experience there
but the majority of not all,were as attributed to my naval career.
Okay, wow, that's interesting.So now we know that some people they
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don't want to be a leader,and some just like you said that they're
not good leaders. So what itmade you kind of step into the role
of being a leader, because Iknow when you said, Rozzi, that's
that's normally when you go through thata lot of time you're being groomed those
leadership roles. Okay, so whatmade you want to step into you know,
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because like I said, some peoplejust say, hey, I'm just
here trying to make any big decisions. Just let me go along with the
flow. So why why do it? Yeah, and let me talk real
quick about those people. I lovethem. I love them because they already
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know they want nothing to do withleadership. The troubles happen when somebody that
acts that way tries to, forthe sake of positions and money, push
their way into leadership, knowing goodand well, they have no interest whatsoever
in leadership. And so I lovethe people that will tell you straight out
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I don't want nothing. I'd belike, thank you, thank you,
because I know who you are andwhat you need. And we're going to
keep you there if you want.But anyway, back to your question,
Rotze. So in boot camp theyweeded out that first guy they put in
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a position of authority. So withina couple of days, that guy they
say, you're you're the what wecall our CPO in the Navy. It's
that is that cadet, is thatrecruit that they say, you're in charge
of this whole group here and ifanything happened, we're coming to you.
Right. So that guy, hethree days and he was out. And
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so apparently they went in my recordand said, hey, you know,
report to the office. And I'mlike, oh, lord, what I
do? I just got here andthey said, hey, we just fired
that guy. And I was like, yeah, I saw him crying on
the way out. It say yougot Rotzi experienced, you're it, and
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and that was it. They hadno in three days, they couldn't have
picked up that Enrique was the guy. Right. They went in my record
and uh and and you know what'sfunny, Yeah, but now you're the
guy. Right. So thankfully enoughthat that led to an entire period we
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we I got everybody through that wholebook camp experience, and then we graduated,
right, So that started the wholething for me in the military.
Wow. You know, now Igo to my first school and they're like,
oh youse, r CPL. Okay, well you got this squad.
You know, it kept snowballing fromthere. Wow. You know. And
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it's interesting because you know, mostpeople know if you're in the military,
at some point you go, you'regonna wind up over somebody. If it's
only that one, somebody gonna windup having somebody that's under you in some
you know, in some capacity.And you know, when you like,
like you say, when you gotthose that just really don't want to they
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don't want to accept that leadership role, it just it in a little in
a bit, especially in the military, kind of complicates things. You know,
Yeah, it can complicates things becausethen you got to figure out,
Okay, what am I going todo with this person? You know,
just where do I put them?Because they still you know, they still
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have to learn. Then think aboutit, what I saw in the military,
you still had to learn the leadershippretty much learned those leadership principles.
Oh yeah, no matter how faryou went or didn't go, you still
needed to learn them. If youwere going to survive in the military,
you still needed to learn them.Yeah, and that is true. Actually,
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our performance and reviews, our performancereviews, and our advancement cycles depend
on leadership experience exactly. So ifyou aim to get anywhere on the next
pace, hey, buddy, youknow on that pay scale, if you
wanted to move up in any ofthose E ranks or O ranked, leadership
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was a It was, you know, undisputably the thing you needed. And
so yeah, but you know Ihad a and I'll tell you I had
come into my final command and Iwas looking at the leadershoppicially. You know,
you move in ninety days, youdon't touch nothing, you just let
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everything say, and then ninety onethat's when you start messing around with the
dominoes. Right. So there wasan individual, he was an six in
charge of the group, and inninety days I could not see one ounce
of leadership from this guy. Wow. And I'm like, how did he
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make it so far? Yeah?Yeah, And it goes back to that
success. Wow. Sometimes for thesake of the mission, we let things
pass on by m hm. Right. We don't want to we don't want
to be the one that kill acareer. Well, we don't want to
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be the one that could. Couldyou know, confront somebody and say,
hey, you've met your ceiling.It doesn't look like you don't go anywhere
from there. Now I can getyou to the next side. They're gonna
take a lot of pain and alot of work on your on your behalf.
So this individual had just been movedalong, you know, at the
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minimum requirements, and they just movedthem, all right. And so if
you look at the military structure,every three years, we're out, we're
going to somewhere else. Well,they got to get to know this guy.
They just moved on and by thetime they realized who this guy is,
it's time to move him on.And so he made it that long.
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And I had a conversation with him, and I said, look,
I completly uh, I'm proud ofyou for having gotten where you've gotten and
and kudos to you, but there'sa thing I need out of the position
that you're in, right, andyou're not providing that, And so no,
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foul right, I can't. Ican't answer for things that should have
been addressed a long time ago.But what I'm going to do is ask
you one thing. Do you wantto be the leader of this group.
And he says, naciness to you, And I said, I knew it,
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but thank you for being honest.I'll rearrange things and I put the
right person in the lead and thatand that group flourished. So sometimes you
have to identify that suck in thesuccess of people. You don't have to
be mean about it, right,you know, uh, but you have
to bring some class and some realisticyou know, uh approach to what they
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want. And you know what happened. He say, ain't nobody ever asked
me if I wanted to be aleader? Wow? And I said wow,
I said wow. I said,well, you know, I'm glad
that that we're having this conversation becausefrom now on, this group and and
sure enough that that group ended upbeing an award winning group by the time
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they were done. Wow, that'sgreat, you know, to be able
to see that. And like yousay, not you know, embarrass him
in any way or or make himfeel less than but just hey, okay,
you don't want to do it,and obviously you don't mind following someone
else, so let's just put yousomewhere else. And and you know,
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and and and he and he retired, you know, he was happy.
Uh and and the group was better. Uh. It's a lot of times
as leaders, we we don't havethose delicate and tough conversations. Yeah.
Yeah, and and we just rathermove people along just for the sake of
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not really you know, shaking thatboat in the water exactly because you know,
at that rank, he's six Iknow in the army, that's that's
a staff sergeant something. Maybe it'sit's relative the same about the same rank
right at Yeah, absolutely so,uh yeah. To not not recognize that
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before he got to that rank,that was that's something that's unbelievable in a
way. You know, Like yousaid, I think what happened was a
lot of the people that were hewere you know, reported to, didn't
want to address the issue. Theyprobably saw it, just didn't want to
you know, they didn't want toaddress it, which means that needed to
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look at their leadership too. Idon't know, we're gonna we're gonna bust
open a can of words there.Uh, you know, leaders leaders that
you know, we have the obligationto look at the holistic view for the
for of the of the command ofthe company. Right, let's just talk
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about company. It's it's your that'syour task. Yeah, to be the
eyes and ears of those executives inthe company. And when you cannot see
or you can't hear what the peopleare actually asking for and you'll miss those
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cues. You know, he didn'twant to be. He didn't want I
mean, the guy was like,oh, thank you, right, you
know, I thought, it remindsme when I was when I was still
in and I had reached the rankof sergeant major, and at that point
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my mom had taken ill, andso I was I had to I had
gone home, you know for awhile, to do some things, help
take care. But the thing ofit is I had to come. I
came back, then I had togo back again. And so what I
decided at that point, I said, well, I can't do this because
I had eighty soldiers under my directcommand. I'm like, okay, you
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know you can't. I can't leadanybody if I'm not here. I can't
advise, I can't instruct, Ican't I can't do any of that if
I'm not here. So I putit. I put in my paperwork for
retirement, and you know, I'magain. I went back home and I
noticed the paperwork was taken a longtime. So when I got back,
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I asked. I went to thesergeant and I said, hey, I
haven't gotten anything on my paperwork yet. And he tells me he said,
yeah, yeah, Well the coloneltold me that just to hold on to
it for a little while to seeif you'll go change your mind. I
said, no, I can't dothat, I said, if I'm not
here, I just felt like theyneeded to put somebody else in that position.
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You know that why you can't holda position if I'm not there,
because, like I said, likeyou said, the structure, the structure
now is beginning to fall. Butyou know, so like you say,
there's things like that. You haveto be able to see and know how
to handle that kind of thing too. If somebody can't feel the position for
(28:37):
personal reasons or what have you,you need to make a decision as to
what needs to be done and howto do it. And either the person
in the position or the person,like you said what you did with the
guy, the person that's over thatperson, you know, have to make
a decision as to what needs tobe done. No, and good of
you to do that, because there'ssome leaders that you know, come hell
(29:02):
of high water, they are notrelinquishing that that spot. And believe me,
that's when trouble happens exactly exactly,and it is you know, at
some things. You know, Ihad to represent the kernel going out and
doing different things for him. Soif I'm not there, then you also
now you have a holding, youknow, in your structure there. So
(29:29):
no, yeah, I knew itwas time then for me to go ahead
and retire because I probably would havestayed just a little bit longer. So
I wound up doing twenty two years, but I might have did a at
least about thirty if I if thathad happened. Yeah, So but I
tell you, Okay, so herewe go. I'm coming into some tricky
question I'm trying to before we endthis one not so much tricky, but
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the next one will be so prayed. Now, some people think that there's
a difference between a born leader anda made leader. I know you've heard
that some leaders are born, someleaders are made. What do you see
as the difference in a born leaderand a made leader or is their difference?
(30:14):
Well, what I believe is we'reall born with a capacity to lead.
Every single person, because if youreally look at leadership, where it
is best exemplified is in yourself.Right, If you can't lead yourself through
the morning, and I don't wantyou leading nobody. And there are some
(30:41):
individuals that have a rough time justyou know, putting on the right shoe
and the right foot, right andso, and that's okay because we all
have different capacity. That person mayhave trouble putting on some shoes. They'll
work the smack out of a computer, right, So you know it,
(31:06):
it's incumbent on the leader to identifyeverybody's capability. But we're all capable of
leading. Now there's don't want to, right. So what makes the difference
between someone that is seemingly born aleader is opportunity. Right, We're not
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all afforded the same opportunities. Now, the same opportunities may be there here,
but not all have been afforded equally. Education, because it takes some
education to lead folks, especially whenyou're talking about cross cultural leadership. You
(31:53):
got to be smart enough to knowthat in this culture you don't do that,
you know, and and be ableto to to absorb that information and
actually put put it in play soyou know, opportunities, education, and
timing. There are some times it'snot the right time. And so if
(32:21):
you have those three going for you, you're probably going to execute that capacity
of leadership and go on and beand do great things. But you could
be born out of time, youknow, although although I am of the
belief that we are born for sucha time, right, So that's different.
(32:44):
But the timing, right, Icame in the military August. Let's
say, so, I came inthe military November. By next August,
I was supposed to be up formy E three exam or my E three
promotion. But guess what I wasfive days short of the timing that the
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Navy has set for promotion. Guesswho had to wait another six months?
I did for five days. Sotiming is a thing, you know.
Timing is a thing. So youcould be out of sync with time.
You could be out of sync withlet's say the educational uh, the education
(33:30):
afforded, you know, and youdefinitely could be out of time. While
you talk about, uh, what'savailable, right, I grew up in
the bronx, uh in the city, did not get the same thing that
maybe the suburbs got, right,uh, And so all those things have
(33:52):
to kind of fall in line foreverybody's capacity to be connected to the availability
to do leadership, and so absolutelynot everybody has the capacity to do so
absolutely well. That brings me intomy next question, which I said was
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kind of a tricky question for you. Do you think women make good leaders?
Absolutely? Okay, absolutely, Mywife will run circles around me and
I'm getting the awards, you know, explain that. Look, I look.
(34:37):
So for those that do not understandthe fullness that a woman brings to
life itself, you're missing out.Okay, you're missing out now. I
(34:58):
will say that in all of thatability to lead in dynamic and chaotic,
if there's chaos, I don't wantto do the room. I need a
lady to come and bring some sanityto chaos. Because if you gotta study
(35:22):
the woman, you gotta study.I can't think of more than five things
at one time. My wife hasgone through twenty in the last five minutes.
Right, We're just wired differently,and the person that understands those wiring
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schematics can literally put a woman toplay in a corporate or organizational setting and
do amazing things, absolutely amazing things. But this world That's all I could
say is that this world, yesHa has had believed and drank some kool
(36:09):
aid. They should have they shouldhave never picked up hell yeah. So
so there's some structural challenges, uhin the world. You know, We've
come a long way. But ifI had a preference, I'll be putting
a woman in charge absolutely all right. Now, well, okay, maybe
(36:30):
she wasn't drinking it. I've beentrained. Well, uh so, what
leader would you say most inspired youduring your whole time? I know there
there's probably one, maybe one leaderthat you saw during your military career or
(36:53):
even in life in general that inspiredyou. Yeah, I've been less to
have many right to bring one ofthem out? In my head faces are
just popping up. But I'll tellyou what was common among them all.
(37:14):
They knew what they wanted. Theyknew that they depended on people to get
them there, right, and sothey decided to feed the people before they
fed themselves. But feed the peopleenough that the people recognized that he was
(37:37):
going hungry, and so they fedhim, you know. And and to
set that up, it has tobe no ego whatsoever, or if there
is so minimal that you couldn't evenidentify it. And so they did not
(38:01):
put themselves before anyone. They fedthe people, but they were concerned enough
about themselves to ensure that they putsome things in play that if all things
fell apart, that they could surviveto the next day. And so you
(38:24):
know, it's a very tactical,strategic, operational way of doing things.
But all of those people did that, and at the end everybody was successful.
Everybody was successful, and that's theend goal right there. That's the
(38:45):
end goal. So if you hadto give one piece of advice or that,
or you had one piece of advicethat you could leave with the viewers
on leadership, what would that advicebe? You have one life, don't
cheap people from good leadership. That'swhat I would say. Absolutely. Okay,
(39:13):
so tell us anything coming up?You have, what anything on the
horizon that you would like us toknow about. Uh? I know you
you do your podcast? When whendo you you know? Come are that?
Yeah? So the podcast airs everyevery Monday, uh for the last
almost five years, every Monday jorsix hundred uh for for for military folk
(39:39):
six a m Eastern the civilian populousand uh, and so we we we
have that going out Uh, I'mcurrently speaking, so there's a couple of
speaking engagement that I've already been partof. Grateful for that and look forward
(40:00):
to some more working on another book. So uh, once I get a
little more uh into the project,I'll be releasing a little bit more about
that. But it is taking youfrom success to success uh so right along
(40:20):
with my slogan. But hopefully hopefullythat will be out by by the winner,
if not by spring. Uh.And you know, we we're continuing
to consult leaders. Uh. Youcan go to the website at the bottom
that's scrolling find out more information.Uh. And if you feel that you're
(40:46):
in any of the categories that wehad discussed all throughout this this uh uh
you know talk uh, then uh, you know, send me a message
or LinkedIn right LinkedIn is usually youwill find me most and you could look
for me there. Wow. Well, thank you so much for joining us
(41:08):
again. It has been a pleasureto have you just share some of your
nuggets with us. Definitely, Ihope the viewers uh was uh, they
got a lot from it on leadershipand just understanding, like you said,
just using the the that that militaryformation. I just I just love that
(41:30):
I love that, so I'm gonnahave to look at that a little closer
now. So thank you again.I appreciate you joining us. It's been
a pleasure to have you here tocome and I know your your schedule is
busy, so to take time outto be here with us really do appreciate
you. Thank you so much.Well, thank you for asking to be
(41:52):
on and bless you all. Allright, okay, so I'll just let
everyone know what's coming up next,some upcoming events, and that is,
of course, I'm doing another ShowUp to Rise Up Virtual Summit, which
is scheduled for September twenty six throughthe twenty eight, twenty twenty four.
(42:15):
And if you're interested in being aspeaker on the Show Up to Rise Up
Virtual Summit platform, you can goto www dot speak at Show Up to
Rise Upsummit dot com. That's wwwdot speak at Show Up to Rise Up
Summit dot com. Or if that'stoo long for you, you can just
(42:37):
email me at info at EXWSI dotcom about becoming a speaker, mark your
calendar, and also start working ongetting your passport. As I said,
if you don't already have one,you're gonna need it or you're gonna need
to renew it. Why because thenext Show Up to Rise Up Women's Retreat
(43:00):
is being planned for April twenty twentyfive and the location is going to be
the Hotel Emotions Resort and Spot inthe Dominican Republic. So if you want
to be kept up today are tobe placed on the list to attend,
you can email me at info atEXWSI dot com. If you have not
(43:23):
viewed my TEDx talk that I didin Vancouver, Canada in twenty twenty one,
make sure to do so. Ofcourse, the topic is show Up
to Rise Up and you can watchit on YouTube and to do so just
put my name in the search boxdoctor Madlin and Lewis. Or again you
(43:44):
can send me an email for thedirect link to info at EXWSI dot com
and I'll send you the direct link. Make sure to check it out because
again I am still excited as up. Today we are at at two hundred,
four thousand, and six hundred andninety three views, so you know
(44:06):
my goal is to reach one millionplus views out there. So I want
to thank all of you that havebeen watching, that keep watching, that
keep sharing, that keeps supporting thevideo contributing making your comments. You know,
I really do appreciate you, somake sure to keep doing that.
Just keep pushing it out there,and I know we are going to get
(44:30):
to that million plus views. Also, make sure to get your copies of
the on It anthology, It's YourLife On It Unapologetically and the Journal three
hundred and sixty five Days to Transformation. To get either or both of these
paperback you could get both together orseparately, go to my website which is
(44:58):
www dot exwsi dot com and thelinks are on my website are of course,
both books are on Amazon, soyou can find them on Amazon also.
And that's the on It anthology,It's Your Life On It Unapologetically and
the Journal three hundred and sixty fiveDays to Transformation. I am also a
(45:22):
contributing writer to the on It magazinewhere I share nuggets and resources every month.
On It magazine is a resource forpersonal, professional and business development,
so make sure if you want toget a subscription to the magazine, you
can go on my website for anannual subscription, which is www dot exwsi
(45:49):
dot com. If you'd like tosee a copy of the magazine first,
you can email me at info atEXWSI dot com and I'll send you a
link to be able to take alook at some of the amazing things that
are in the actual magazine. Iactually want to thank my guest again,
(46:13):
Enrique Acosta Gonzales, for being withus. I would like to thank my
viewers and my listeners for joining metoday. This is a successful women's show.
I am doctor Madelin Anne Lewis,and of course, if you like
to reach out to me, Iam on all the social media platforms and
my email courses info at EXWSI dotcom or go to my website www dot
(46:40):
exwsi dot com. And while you'rethere, make sure to download my free
three part video series on three thingsevery woman should do to position herself for
executive leadership. And you can alsosign up for my own online course,
(47:00):
Crack the Career Code how to Leadwith Confidence, Charisma and Credibility. To
sign up for the course, goto www dot crackthcreercode dot com. Don't
forget to subscribe to the YouTube channel, our Top four channel and the W
(47:21):
four WN channel. Make sure tosubscribe. Make sure to share this episode.
Like this episode, we had somegreat nuggets today from my guests Enrique
Acosta Gonzales, so make sure thatyou do share the information with others.
Again, this is the successful Women'sShow. We are here every week.
(47:44):
I am your host, doctor MadelineAnn Lewis helping women to accelerate the path
to success. Thank you again forjoining me. I love you all to
life and as always, be welland stay safe out there. Got the
A the time, dance it throughthe heads and out then hands and you guy me
The topics and opinions expressed on thefollowing show are solely those of the hosts
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questions or comment should be directed tothose show hosts. Thank you for choosing
(00:22):
W four WN Radio. I gotthe time And did you know women represent
(00:54):
just three percent of Fortune five hundredCEOs and less than fifteen percent of corporate
executives at top companies worldwide. Haveyou wondered what the secrets are to getting
into the top ranks, whether inthe private or public sector. Do you
want to figure out how to stopbeing held back in your career? Are
(01:15):
passed over for promotion, then you'rein the right place. Hi. I'm
doctor Mattlananne lewis President and CEO ofthe Executive Women's Success Institute. I have
decades of experience in the military,the federal government, and corporate America,
and my mission is to help womensucceed and tap into their full potential.
(01:37):
I want to reach a million pluswomen around the world to become the leaders
they are meant to be. Soif you want to move into a management
or executive level position, or maybeyou are a female veteran transitioning out of
the military into business entrepreneurship, thenreach out to the Executive Women's Success Institute
at three zero one three two eightfour. Let us get you on the
(02:05):
fast track to success. Well.Hello, and welcome to the Success for
Women's Show, where you can viewus on Talk for TV and listen to
(02:28):
us on the Women for Women Network. I am doctor Madeline Ann Lewis your
host, and my mission is tohelp women accelerate the path to success.
Well, today's topic is from SuckCess to Success and my guest is Enrique
(02:52):
Augusta Gonzales. Let me just giveyou a little background on Enrique. Enrique
is the CEO of Triad Leadership Solutions, LLC, and he served twenty six
years in the United States Navy.He is on the Powered List of the
(03:13):
top two hundred, number seventy sixthought leaders to Follow, and he is
on the Bestsellers list with five booksto his credit. As well as being
an award winning podcaster, he isalso a sought after John Maxwell's certified coach,
(03:35):
trainer and speaker, and is anadvid mentor in three national and international
organizations. His impactful delivery of leadershiptruths leaves the listener with renewed hope and
energize to regain their position in leadershipand make an impact in their year of
(04:00):
influence. I would like to welcometo the Successful Women's Show Enrique Augusta Gonzales.
Hi, I welcome, Thank youfor joining us today. It is
a pleasure to have you on theshow. I'm so excited because leadership is
(04:20):
always one of the things that Ilove to, you know, just make
sure to kind of stay up onand the women that I work with to
make sure that they are functioning asthey should in that area. So,
but before we get started, Ialways give the standard bio on my guests,
(04:43):
but I then like to ask myguests to just tell us what you
want us to know about Enrique AugustaGonzales. Well, if there's anything to
know is that I'm a servant atheart and aim to stay that way.
We had a lot of leadership opportunitiesin life and a lot of opportunities to
(05:05):
lead others in many ways, butI do it from a servant standpoint and
try to make sure that at theend of life that someone can say of
me, you know, he servedme well, absolutely absolutely. So tell
(05:27):
us, you know, first ofall, I want to talk about the
title in case my viewers didn't getthat, from sucess to success so suck
being s U C K C ES S. So tell us about that.
Talk to us about that, youknow, give us an idea of
what that means. Yeah. So, you know, there's a lot of
(05:53):
folks that are trying to find whatsuccess means to them, and we know
by now for those that are seasonedthat success is individual and sometimes at a
time right, you will have periodsof success. You'll have moments of success,
(06:15):
You'll have projects that have been successful, and yet and still is still
it is a thing that we're chasingalmost daily. And I have come across
and I'll tell you, even myself, I have had times where I've gotten
(06:38):
awards, I've gotten promotions, Ihave got accolades, praise, you name
it, but inside I was notsuccessful. And so I started to think
about those moments as a leader andas a human myself living, and I
(07:00):
identified that external success does not meaninternal success. You could literally be sucking
at life and still get accolades.So what you see people getting at awards,
banquets and all that maybe a verynice show, but internally they suck.
(07:30):
Everything is everything is like that.And so that's where that came from
a personal reflection of my periods ofsuccess and how I felt during those times.
And I said, how appropriate thatsuck was still fitting there. And
so I said, you know whatI want to do with TRYAD leadership solutions
(07:55):
is take people from that internal successand make get success and external success where
they can meet and and then youcould actually feel the joy, the full
joy of life and living. Mhm wow, that's interesting. So if
(08:16):
I know your your specialty is leadership, Okay, so tell us in you
know, what does leadership really meanto you? I know you you talked
about the success part of it andyou know the internal part of it.
But as a leader yourself, tellus what it. What does leadership mean
(08:39):
to you? Yeah, leadership meansto me that you can become the best
follower there is. You know,there's a thin line between the position of
best follower ever and leader absolutely,and it's so thin that sometimes you go
(09:03):
back and forth, right, Butit's a delicate dance between those two positions.
But you can't lose either one ofthem. As a leader, you
have to know at times that you'reat the head and you're you know,
you're calling this the shots and allof this, and then there are times
(09:24):
where you have to meander over tothe best follower category and let somebody else
lead for the sake of their growth. Right. So that delicate dance is
what I call leadership. Wow.And you know, I always think about
what the military, because you know, I was in the army. Always
(09:45):
they always used to say lead,follower, get out the way, you
know, so you know it that'sactually true. Like you say, there's
a there's a line there. You'reeither leading, you are you following,
But sometimes you may have to insome cases wind up doing both. You
know, you might be the leaderon something and you know where you are,
(10:07):
ordinarily people think of you as theleader, but in this particular thing,
it may not be your time tobe the leader. You might have
to follow someone, you know,because of what's going on and with what
needs to happen. So, yeah, I understand that now you are as
a leader, as a leadership youare a leadership manager and career developer from
(10:35):
what I was looking at from youryour bio and different things like that.
So tell us which type of leadershipdo you like to focus on. I
like to focus on the positional leadershipand and so and this is what I
mean by that, going back toour military days, right, so you're
(10:58):
running information, yeah, and youhave different positions. You got your guide
on. That guide on is inthe front. That guid on never moves
back, right. The people mayswitch out, but that flag is in
front. And so you have somepeople that or that's their position, they
don't they don't move from the front. But then you have your cadence caller,
(11:22):
your cadence caller called to be onthe side and at the middle,
not at front, not in theback, right enough for him to be
heard or heard to be heard evenlyacross the whole you know, formation.
(11:43):
And then you have those that arein the back that not necessarily all the
weakest because someone has to pull thestragglers right, and so that that that
switch and every one of those areleading at what how I say where they
are, where they are leading wherethey are and so uh and I take
(12:07):
a lot of my analogies and alot of my applications from my military uh
you know, history or experience,because I've seen those positions mismanaged. Even
in a cadence car, they havesomebody in the front that can't take,
you know, take the load.The person in the front has to do
(12:30):
the whole thing without any hiccups unlessyou're gonna switch them out right, yes,
but the shot caller, if theyfall back, the people in the
front are not gonna get in stepright. So I've seen those positions mismanaged
at times, even even just runningright and absolutely, and so I started
(12:52):
I started to think, Okay,what's this thing of positional leadership, and
how can I address that with allthose that come to me. So I
say that because at first I tryto find out where they are in the
formation. Okay, you know whereare you and I'm in the front,
(13:13):
but you're in the front, butyou're focusing on stragglers, So how can
you you know? And so that'swhy I say I focus on positional leadership.
That way we can get them inthe right spot doing the right thing,
and then if they want to switch, then we can look at that
career transition and get them switched exactly, because you wouldn't necessarily always put like
(13:37):
you were saying, the running formation, You're not going to always put the
fastest runner on that front row becausesome of those people in the back can't
keep up with that person that fastrun on the front. So sometimes that
fast runner got to be in theback, like you say, so they
can help motivate and bring those stragglersalong, you know. So, yeah,
(13:58):
it's all about the position and positioning. You're absolutely correct, and that
that it's interesting that you use that, you know, as you do your
programs and how you do your business. Interesting that you use the military analogy.
I don't. I never looked atit from that standpoint. I guess
(14:18):
I always did it from the standpointof the discipline part of it, you
know, looking at it from thatpoint, you know, like it's saying,
make a decision to stick to it, good, bad, or and
different. You know, I kindof look at it from that point of
view. But that's interesting that youthat you you say that when you're looking
at the formation and stuff like that, and how their positioned. And that
(14:41):
that's also depending on the leadership rolestoo, and at least to why we
say no one left behind, noone left behind, because we have to
know that at any given time duringthat you know, evolution, we're going
to have some people want to giveup. Oh yeah, I've been there,
but you know they're twenty five milerucksack margin and all that kind of
(15:07):
stuff. Yeah, just so ohyeah, but we rotate the people as
we were looking. We're looking andwe're seeing and we said, okay,
hey, Johnny, go back,Hey soon, go get this on,
go get yeah, and then buteverybody makes it together, right, and
so you know that that mentality ofno one left behind exactly facilitates those those
(15:31):
things together and they come back together. Absolutely. Wow. That that's that's
a great way to look at itthat I had, like I said,
I had not looked at it fromthat standpoint. Now, I know,
like you said, you were inthe Navy. So did most of your
leadership training come from being in theservice? Is that you know where you
(15:54):
picked up most of your leadership training? Well, leadership started in high school
in oral right, So I wasRotzi and and I had some experience there
but the majority of not all,were as attributed to my naval career.
Okay, wow, that's interesting.So now we know that some people they
(16:22):
don't want to be a leader,and some just like you said that they're
not good leaders. So what itmade you kind of step into the role
of being a leader, because Iknow when you said, Rozzi, that's
that's normally when you go through thata lot of time you're being groomed those
leadership roles. Okay, so whatmade you want to step into you know,
(16:45):
because like I said, some peoplejust say, hey, I'm just
here trying to make any big decisions. Just let me go along with the
flow. So why why do it? Yeah, and let me talk real
quick about those people. I lovethem. I love them because they already
(17:08):
know they want nothing to do withleadership. The troubles happen when somebody that
acts that way tries to, forthe sake of positions and money, push
their way into leadership, knowing goodand well, they have no interest whatsoever
in leadership. And so I lovethe people that will tell you straight out
(17:30):
I don't want nothing. I'd belike, thank you, thank you,
because I know who you are andwhat you need. And we're going to
keep you there if you want.But anyway, back to your question,
Rotze. So in boot camp theyweeded out that first guy they put in
(17:51):
a position of authority. So withina couple of days, that guy they
say, you're you're the what wecall our CPO in the Navy. It's
that is that cadet, is thatrecruit that they say, you're in charge
of this whole group here and ifanything happened, we're coming to you.
Right. So that guy, hethree days and he was out. And
(18:14):
so apparently they went in my recordand said, hey, you know,
report to the office. And I'mlike, oh, lord, what I
do? I just got here andthey said, hey, we just fired
that guy. And I was like, yeah, I saw him crying on
the way out. It say yougot Rotzi experienced, you're it, and
(18:36):
and that was it. They hadno in three days, they couldn't have
picked up that Enrique was the guy. Right. They went in my record
and uh and and you know what'sfunny, Yeah, but now you're the
guy. Right. So thankfully enoughthat that led to an entire period we
(18:59):
we I got everybody through that wholebook camp experience, and then we graduated,
right, So that started the wholething for me in the military.
Wow. You know, now Igo to my first school and they're like,
oh youse, r CPL. Okay, well you got this squad.
You know, it kept snowballing fromthere. Wow. You know. And
(19:25):
it's interesting because you know, mostpeople know if you're in the military,
at some point you go, you'regonna wind up over somebody. If it's
only that one, somebody gonna windup having somebody that's under you in some
you know, in some capacity.And you know, when you like,
like you say, when you gotthose that just really don't want to they
(19:48):
don't want to accept that leadership role, it just it in a little in
a bit, especially in the military, kind of complicates things. You know,
Yeah, it can complicates things becausethen you got to figure out,
Okay, what am I going todo with this person? You know,
just where do I put them?Because they still you know, they still
(20:11):
have to learn. Then think aboutit, what I saw in the military,
you still had to learn the leadershippretty much learned those leadership principles.
Oh yeah, no matter how faryou went or didn't go, you still
needed to learn them. If youwere going to survive in the military,
you still needed to learn them.Yeah, and that is true. Actually,
(20:37):
our performance and reviews, our performancereviews, and our advancement cycles depend
on leadership experience exactly. So ifyou aim to get anywhere on the next
pace, hey, buddy, youknow on that pay scale, if you
wanted to move up in any ofthose E ranks or O ranked, leadership
(21:00):
was a It was, you know, undisputably the thing you needed. And
so yeah, but you know Ihad a and I'll tell you I had
come into my final command and Iwas looking at the leadershoppicially. You know,
you move in ninety days, youdon't touch nothing, you just let
(21:21):
everything say, and then ninety onethat's when you start messing around with the
dominoes. Right. So there wasan individual, he was an six in
charge of the group, and inninety days I could not see one ounce
of leadership from this guy. Wow. And I'm like, how did he
(21:41):
make it so far? Yeah?Yeah, And it goes back to that
success. Wow. Sometimes for thesake of the mission, we let things
pass on by m hm. Right. We don't want to we don't want
to be the one that kill acareer. Well, we don't want to
(22:03):
be the one that could. Couldyou know, confront somebody and say,
hey, you've met your ceiling.It doesn't look like you don't go anywhere
from there. Now I can getyou to the next side. They're gonna
take a lot of pain and alot of work on your on your behalf.
So this individual had just been movedalong, you know, at the
(22:30):
minimum requirements, and they just movedthem, all right. And so if
you look at the military structure,every three years, we're out, we're
going to somewhere else. Well,they got to get to know this guy.
They just moved on and by thetime they realized who this guy is,
it's time to move him on.And so he made it that long.
(22:52):
And I had a conversation with him, and I said, look,
I completly uh, I'm proud ofyou for having gotten where you've gotten and
and kudos to you, but there'sa thing I need out of the position
that you're in, right, andyou're not providing that, And so no,
(23:17):
foul right, I can't. Ican't answer for things that should have
been addressed a long time ago.But what I'm going to do is ask
you one thing. Do you wantto be the leader of this group.
And he says, naciness to you, And I said, I knew it,
(23:38):
but thank you for being honest.I'll rearrange things and I put the
right person in the lead and thatand that group flourished. So sometimes you
have to identify that suck in thesuccess of people. You don't have to
be mean about it, right,you know, uh, but you have
to bring some class and some realisticyou know, uh approach to what they
(24:07):
want. And you know what happened. He say, ain't nobody ever asked
me if I wanted to be aleader? Wow? And I said wow,
I said wow. I said,well, you know, I'm glad
that that we're having this conversation becausefrom now on, this group and and
sure enough that that group ended upbeing an award winning group by the time
(24:32):
they were done. Wow, that'sgreat, you know, to be able
to see that. And like yousay, not you know, embarrass him
in any way or or make himfeel less than but just hey, okay,
you don't want to do it,and obviously you don't mind following someone
else, so let's just put yousomewhere else. And and you know,
(24:56):
and and and he and he retired, you know, he was happy.
Uh and and the group was better. Uh. It's a lot of times
as leaders, we we don't havethose delicate and tough conversations. Yeah.
Yeah, and and we just rathermove people along just for the sake of
(25:19):
not really you know, shaking thatboat in the water exactly because you know,
at that rank, he's six Iknow in the army, that's that's
a staff sergeant something. Maybe it'sit's relative the same about the same rank
right at Yeah, absolutely so,uh yeah. To not not recognize that
(25:41):
before he got to that rank,that was that's something that's unbelievable in a
way. You know, Like yousaid, I think what happened was a
lot of the people that were hewere you know, reported to, didn't
want to address the issue. Theyprobably saw it, just didn't want to
you know, they didn't want toaddress it, which means that needed to
(26:02):
look at their leadership too. Idon't know, we're gonna we're gonna bust
open a can of words there.Uh, you know, leaders leaders that
you know, we have the obligationto look at the holistic view for the
for of the of the command ofthe company. Right, let's just talk
(26:23):
about company. It's it's your that'syour task. Yeah, to be the
eyes and ears of those executives inthe company. And when you cannot see
or you can't hear what the peopleare actually asking for and you'll miss those
(26:45):
cues. You know, he didn'twant to be. He didn't want I
mean, the guy was like,oh, thank you, right, you
know, I thought, it remindsme when I was when I was still
in and I had reached the rankof sergeant major, and at that point
(27:06):
my mom had taken ill, andso I was I had to I had
gone home, you know for awhile, to do some things, help
take care. But the thing ofit is I had to come. I
came back, then I had togo back again. And so what I
decided at that point, I said, well, I can't do this because
I had eighty soldiers under my directcommand. I'm like, okay, you
(27:30):
know you can't. I can't leadanybody if I'm not here. I can't
advise, I can't instruct, Ican't I can't do any of that if
I'm not here. So I putit. I put in my paperwork for
retirement, and you know, I'magain. I went back home and I
noticed the paperwork was taken a longtime. So when I got back,
(27:51):
I asked. I went to thesergeant and I said, hey, I
haven't gotten anything on my paperwork yet. And he tells me he said,
yeah, yeah, Well the coloneltold me that just to hold on to
it for a little while to seeif you'll go change your mind. I
said, no, I can't dothat, I said, if I'm not
here, I just felt like theyneeded to put somebody else in that position.
(28:14):
You know that why you can't holda position if I'm not there,
because, like I said, likeyou said, the structure, the structure
now is beginning to fall. Butyou know, so like you say,
there's things like that. You haveto be able to see and know how
to handle that kind of thing too. If somebody can't feel the position for
(28:37):
personal reasons or what have you,you need to make a decision as to
what needs to be done and howto do it. And either the person
in the position or the person,like you said what you did with the
guy, the person that's over thatperson, you know, have to make
a decision as to what needs tobe done. No, and good of
you to do that, because there'ssome leaders that you know, come hell
(29:02):
of high water, they are notrelinquishing that that spot. And believe me,
that's when trouble happens exactly exactly,and it is you know, at
some things. You know, Ihad to represent the kernel going out and
doing different things for him. Soif I'm not there, then you also
now you have a holding, youknow, in your structure there. So
(29:29):
no, yeah, I knew itwas time then for me to go ahead
and retire because I probably would havestayed just a little bit longer. So
I wound up doing twenty two years, but I might have did a at
least about thirty if I if thathad happened. Yeah, So but I
tell you, Okay, so herewe go. I'm coming into some tricky
question I'm trying to before we endthis one not so much tricky, but
(29:52):
the next one will be so prayed. Now, some people think that there's
a difference between a born leader anda made leader. I know you've heard
that some leaders are born, someleaders are made. What do you see
as the difference in a born leaderand a made leader or is their difference?
(30:14):
Well, what I believe is we'reall born with a capacity to lead.
Every single person, because if youreally look at leadership, where it
is best exemplified is in yourself.Right, If you can't lead yourself through
the morning, and I don't wantyou leading nobody. And there are some
(30:41):
individuals that have a rough time justyou know, putting on the right shoe
and the right foot, right andso, and that's okay because we all
have different capacity. That person mayhave trouble putting on some shoes. They'll
work the smack out of a computer, right, So you know it,
(31:06):
it's incumbent on the leader to identifyeverybody's capability. But we're all capable of
leading. Now there's don't want to, right. So what makes the difference
between someone that is seemingly born aleader is opportunity. Right, We're not
(31:27):
all afforded the same opportunities. Now, the same opportunities may be there here,
but not all have been afforded equally. Education, because it takes some
education to lead folks, especially whenyou're talking about cross cultural leadership. You
(31:53):
got to be smart enough to knowthat in this culture you don't do that,
you know, and and be ableto to to absorb that information and
actually put put it in play soyou know, opportunities, education, and
timing. There are some times it'snot the right time. And so if
(32:21):
you have those three going for you, you're probably going to execute that capacity
of leadership and go on and beand do great things. But you could
be born out of time, youknow, although although I am of the
belief that we are born for sucha time, right, So that's different.
(32:44):
But the timing, right, Icame in the military August. Let's
say, so, I came inthe military November. By next August,
I was supposed to be up formy E three exam or my E three
promotion. But guess what I wasfive days short of the timing that the
(33:07):
Navy has set for promotion. Guesswho had to wait another six months?
I did for five days. Sotiming is a thing, you know.
Timing is a thing. So youcould be out of sync with time.
You could be out of sync withlet's say the educational uh, the education
(33:30):
afforded, you know, and youdefinitely could be out of time. While
you talk about, uh, what'savailable, right, I grew up in
the bronx, uh in the city, did not get the same thing that
maybe the suburbs got, right,uh, And so all those things have
(33:52):
to kind of fall in line foreverybody's capacity to be connected to the availability
to do leadership, and so absolutelynot everybody has the capacity to do so
absolutely well. That brings me intomy next question, which I said was
(34:15):
kind of a tricky question for you. Do you think women make good leaders?
Absolutely? Okay, absolutely, Mywife will run circles around me and
I'm getting the awards, you know, explain that. Look, I look.
(34:37):
So for those that do not understandthe fullness that a woman brings to
life itself, you're missing out.Okay, you're missing out now. I
(34:58):
will say that in all of thatability to lead in dynamic and chaotic,
if there's chaos, I don't wantto do the room. I need a
lady to come and bring some sanityto chaos. Because if you gotta study
(35:22):
the woman, you gotta study.I can't think of more than five things
at one time. My wife hasgone through twenty in the last five minutes.
Right, We're just wired differently,and the person that understands those wiring
(35:43):
schematics can literally put a woman toplay in a corporate or organizational setting and
do amazing things, absolutely amazing things. But this world That's all I could
say is that this world, yesHa has had believed and drank some kool
(36:09):
aid. They should have they shouldhave never picked up hell yeah. So
so there's some structural challenges, uhin the world. You know, We've
come a long way. But ifI had a preference, I'll be putting
a woman in charge absolutely all right. Now, well, okay, maybe
(36:30):
she wasn't drinking it. I've beentrained. Well, uh so, what
leader would you say most inspired youduring your whole time? I know there
there's probably one, maybe one leaderthat you saw during your military career or
(36:53):
even in life in general that inspiredyou. Yeah, I've been less to
have many right to bring one ofthem out? In my head faces are
just popping up. But I'll tellyou what was common among them all.
(37:14):
They knew what they wanted. Theyknew that they depended on people to get
them there, right, and sothey decided to feed the people before they
fed themselves. But feed the peopleenough that the people recognized that he was
(37:37):
going hungry, and so they fedhim, you know. And and to
set that up, it has tobe no ego whatsoever, or if there
is so minimal that you couldn't evenidentify it. And so they did not
(38:01):
put themselves before anyone. They fedthe people, but they were concerned enough
about themselves to ensure that they putsome things in play that if all things
fell apart, that they could surviveto the next day. And so you
(38:24):
know, it's a very tactical,strategic, operational way of doing things.
But all of those people did that, and at the end everybody was successful.
Everybody was successful, and that's theend goal right there. That's the
(38:45):
end goal. So if you hadto give one piece of advice or that,
or you had one piece of advicethat you could leave with the viewers
on leadership, what would that advicebe? You have one life, don't
cheap people from good leadership. That'swhat I would say. Absolutely. Okay,
(39:13):
so tell us anything coming up?You have, what anything on the
horizon that you would like us toknow about. Uh? I know you
you do your podcast? When whendo you you know? Come are that?
Yeah? So the podcast airs everyevery Monday, uh for the last
almost five years, every Monday jorsix hundred uh for for for military folk
(39:39):
six a m Eastern the civilian populousand uh, and so we we we
have that going out Uh, I'mcurrently speaking, so there's a couple of
speaking engagement that I've already been partof. Grateful for that and look forward
(40:00):
to some more working on another book. So uh, once I get a
little more uh into the project,I'll be releasing a little bit more about
that. But it is taking youfrom success to success uh so right along
(40:20):
with my slogan. But hopefully hopefullythat will be out by by the winner,
if not by spring. Uh.And you know, we we're continuing
to consult leaders. Uh. Youcan go to the website at the bottom
that's scrolling find out more information.Uh. And if you feel that you're
(40:46):
in any of the categories that wehad discussed all throughout this this uh uh
you know talk uh, then uh, you know, send me a message
or LinkedIn right LinkedIn is usually youwill find me most and you could look
for me there. Wow. Well, thank you so much for joining us
(41:08):
again. It has been a pleasureto have you just share some of your
nuggets with us. Definitely, Ihope the viewers uh was uh, they
got a lot from it on leadershipand just understanding, like you said,
just using the the that that militaryformation. I just I just love that
(41:30):
I love that, so I'm gonnahave to look at that a little closer
now. So thank you again.I appreciate you joining us. It's been
a pleasure to have you here tocome and I know your your schedule is
busy, so to take time outto be here with us really do appreciate
you. Thank you so much.Well, thank you for asking to be
(41:52):
on and bless you all. Allright, okay, so I'll just let
everyone know what's coming up next,some upcoming events, and that is,
of course, I'm doing another ShowUp to Rise Up Virtual Summit, which
is scheduled for September twenty six throughthe twenty eight, twenty twenty four.
(42:15):
And if you're interested in being aspeaker on the Show Up to Rise Up
Virtual Summit platform, you can goto www dot speak at Show Up to
Rise Upsummit dot com. That's wwwdot speak at Show Up to Rise Up
Summit dot com. Or if that'stoo long for you, you can just
(42:37):
email me at info at EXWSI dotcom about becoming a speaker, mark your
calendar, and also start working ongetting your passport. As I said,
if you don't already have one,you're gonna need it or you're gonna need
to renew it. Why because thenext Show Up to Rise Up Women's Retreat
(43:00):
is being planned for April twenty twentyfive and the location is going to be
the Hotel Emotions Resort and Spot inthe Dominican Republic. So if you want
to be kept up today are tobe placed on the list to attend,
you can email me at info atEXWSI dot com. If you have not
(43:23):
viewed my TEDx talk that I didin Vancouver, Canada in twenty twenty one,
make sure to do so. Ofcourse, the topic is show Up
to Rise Up and you can watchit on YouTube and to do so just
put my name in the search boxdoctor Madlin and Lewis. Or again you
(43:44):
can send me an email for thedirect link to info at EXWSI dot com
and I'll send you the direct link. Make sure to check it out because
again I am still excited as up. Today we are at at two hundred,
four thousand, and six hundred andninety three views, so you know
(44:06):
my goal is to reach one millionplus views out there. So I want
to thank all of you that havebeen watching, that keep watching, that
keep sharing, that keeps supporting thevideo contributing making your comments. You know,
I really do appreciate you, somake sure to keep doing that.
Just keep pushing it out there,and I know we are going to get
(44:30):
to that million plus views. Also, make sure to get your copies of
the on It anthology, It's YourLife On It Unapologetically and the Journal three
hundred and sixty five Days to Transformation. To get either or both of these
paperback you could get both together orseparately, go to my website which is
(44:58):
www dot exwsi dot com and thelinks are on my website are of course,
both books are on Amazon, soyou can find them on Amazon also.
And that's the on It anthology,It's Your Life On It Unapologetically and
the Journal three hundred and sixty fiveDays to Transformation. I am also a
(45:22):
contributing writer to the on It magazinewhere I share nuggets and resources every month.
On It magazine is a resource forpersonal, professional and business development,
so make sure if you want toget a subscription to the magazine, you
can go on my website for anannual subscription, which is www dot exwsi
(45:49):
dot com. If you'd like tosee a copy of the magazine first,
you can email me at info atEXWSI dot com and I'll send you a
link to be able to take alook at some of the amazing things that
are in the actual magazine. Iactually want to thank my guest again,
(46:13):
Enrique Acosta Gonzales, for being withus. I would like to thank my
viewers and my listeners for joining metoday. This is a successful women's show.
I am doctor Madelin Anne Lewis,and of course, if you like
to reach out to me, Iam on all the social media platforms and
my email courses info at EXWSI dotcom or go to my website www dot
(46:40):
exwsi dot com. And while you'rethere, make sure to download my free
three part video series on three thingsevery woman should do to position herself for
executive leadership. And you can alsosign up for my own online course,
(47:00):
Crack the Career Code how to Leadwith Confidence, Charisma and Credibility. To
sign up for the course, goto www dot crackthcreercode dot com. Don't
forget to subscribe to the YouTube channel, our Top four channel and the W
(47:21):
four WN channel. Make sure tosubscribe. Make sure to share this episode.
Like this episode, we had somegreat nuggets today from my guests Enrique
Acosta Gonzales, so make sure thatyou do share the information with others.
Again, this is the successful Women'sShow. We are here every week.
(47:44):
I am your host, doctor MadelineAnn Lewis helping women to accelerate the path
to success. Thank you again forjoining me. I love you all to
life and as always, be welland stay safe out there. Got the
A the time, dance it throughthe heads and out then hands and you guy me
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