November 18, 2025 • 31 mins
The moment a boulder lands on your path is the moment your leadership shows. Do you freeze and wait for clarity, or move and create it? We dig into the simple but potent idea that action produces information and explore how the best teams keep delivering even when the trail turns steep and the hail starts to fall.
We start by reframing accountability as power. Instead of punishing misses, we coach people to get curious about obstacles: What exactly is in our way, how big is it, and where’s the gap we can exploit in the next 48 hours? That curiosity fuels a tight loop—discover, decide, do—that turns uncertainty into insight. Along the way, we talk about why complexity doesn’t scale, how stories spread faster than slide decks, and what it takes to keep your org’s “foggy middle” aligned on a small set of clear outcomes. Expect practical examples, from piloting small bets to resetting team language so direction and ownership are unmistakable.
We also get candid about human nature. It’s normal to shrink for a moment when the market shifts, budgets tighten, or competitors pounce. The difference-makers don’t stay there. They take the smallest reversible action to learn something real, share that learning so it scales, and repeat the cycle until a path around, over, or through the obstacle appears. If you’re leading a team through change, this conversation gives you language to rally your people, questions to unlock accountability, and steps to make progress without perfect information.
If this resonates, share the episode with your team, subscribe for more practical leadership tools, and leave a quick review with your biggest takeaway—what boulder are you moving today?
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
So I've got a question for you and your team.
When you're on that path, let'ssay you're like hiking down the
path towards the destination.
It's said differently, you're onthe journey to achieve the
results that you're trying todeliver.
And all of a sudden, you runinto this boulder, like this
(00:21):
massive obstacle.
What do you do?
What does your team do in thatmoment?
I'm going to talk to you in thisepisode about what human nature
is and then what separates youand other people and your team
from other teams that aresuccessful.
What do you do when you run intothe obstacle in this episode?
SPEAKER_02 (00:46):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_01 (01:04):
See why executives at Lockheed Martin, Cygna, Teva,
Chili's, and so many othercompanies are praising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
two free copies shipped to youat LoneRock.io.
SPEAKER_00 (01:24):
Yeah, it took us more than four years to write
that book, Deliver.
Why some leaders get results andmost don't.
It's not a book that was writtenin some business school by a
bunch of professors studyingwhat should work on paper, nor
is it the outcome of oneexecutive in one industry who
(01:46):
had one path.
That's not what this book is.
It is the outcome.
It is the collective wisdom fromthousands of leaders, thousands
of meetings, and hundreds oforganizations.
What works in delivering resultsand what doesn't?
And why are we confusing so manyof the leaders in our
(02:09):
organization?
They are confused.
There's fog in the midsection ofour org chart.
How do we solve it?
That's what we that's why wewrote deliver.
Why some leaders get results,others don't.
If it's not listed in Amazon, ifyou can't find it on our website
at this very moment when thisepisode's coming out, it's just
a matter of days.
(02:30):
We're just putting final toucheson it.
I'm not going to say more.
You can listen to the last fewepisodes where I mentioned more
about the book.
Just super excited for you allto have it.
It is a game changer.
I hope that you will read it.
I hope that we'll have the audioout in a couple of months, you
all, at the time this episode'scoming out.
Sorry, we can't get it faster.
But the book is out in time forthe holidays.
(02:50):
I hope you'll you'll purchase itfor yourself, that you'll read
it, that you'll study it.
Again, it's it's not what wecame up with.
It's what we discovered inworking in a leadership lab at
some of the world's most amazingcompanies and with some of the
most pathetic leaders.
Let's just be honest.
We get to work with a bunch ofthem that are amazing and
(03:12):
unbelievable.
And we also, in our 20 years ofdoing this as a firm we've run
up and we've interacted with, wedo all the time, with leaders
that are not delivering results,that are screwing up royally.
What do we learn from them aswell?
It's all in deliver.
Okay, uh, welcome into theLeadin30 Podcast.
In less than 30 minutes, we giveyou something to consider
implementing in the way that youlead others to upgrade your
(03:34):
skills to meet the demands of anever-changing workforce.
It is not static out there.
If you were a great leader fiveyears ago, that does not qualify
you to be leading people today.
If you were a great leader,effective, you delivered results
two years ago.
Doesn't mean it's gonna worktoday.
The market's changing.
Your people are changing, you'rechanging.
(03:57):
All these things, yourcompetitors are changing.
So you've got to constantly,we've got to constantly be
working on upgrading ourselves.
That's what this podcast is allabout.
I am Russ Hill.
I'm one of the co-founders, partof the team at Lone Rock
Leadership.
We're an executive consultingfirm as well as a leadership
training company.
You can find out more about ourwork in both of those areas,
(04:18):
whether we're training orupskilling, upgrading your
mid-level managers, or you needsome help with the uh keynote
that you've got coming up in Q1,Q2, whatever, a sales meeting.
You want us to speak in front of2,000 people, or you want us in
an executive offsite to help youget some clarity or build
alignment in your organizationor solve for um the various
(04:40):
areas of friction.
We talk about all of it at LoneRock.io.
Lone Rock Leadership,LoneRock.io.
Okay, let's get into theepisode.
I'm gonna read a tweet and uhthat I that I came upon that I
actually um screenshot.
I did a screenshot of it.
Um I haven't yet sent it to mykids, but it's gonna be in our
family group chat um eithertoday or in the next couple of
(05:02):
days because I thought it was,and and I'm probably gonna share
it in Slack with our ourorganization, our team as well,
because this this tweet in justa couple of sentences, in a few
sentences, captures what I wantto talk about in this episode.
They're related, not spot on,but related.
Here's the tweet.
Uh it says, one of my favoritelessons.
(05:25):
This is not from me, this isfrom some guy named Brian
Armstrong.
I don't know Brian.
He's probably world famous.
All of you know him, and I'm theonly loser that doesn't, but I
and I don't know how he got inmy Twitter feed, but whatever
they're doing at X is working.
Like my feed is so good.
And I don't think any company, Idon't think any platform's
(05:45):
perfect, but of all the socialmedia platforms I spend time
really on two these days.
Not a lot, but a little bit, andthat's LinkedIn.
How could you not be onLinkedIn?
I'm putting content out everyday.
If you're not connected to me,following me on LinkedIn, I hope
that you will.
Our team is working on my feedevery day, putting out content
and stuff.
I hope you find it valuable.
(06:06):
You can always direct messageme.
Might take me a little bit toget back to you, but I'll
eventually get through itbecause there's tons of messages
that come through there.
LinkedIn is one social platformI'm on.
You get you got to be updatingthat, you all.
That is your today's businesscard, today's resume.
You want to expand your network.
You're meeting people atinternal company events, at um
in industry events, you'remeeting somebody at a social
(06:28):
thing.
You need to connect with them onLinkedIn.
You just need to because fiveyears from now, ten years from
now, six months from now, that'sgoing to be really valuable.
Okay.
I'm not, I got no stock inLinkedIn, and and I don't think
it's perfect by any stretch, buthow could you not be investing
some time, energy, or havesomebody on your team, an EA or
(06:50):
somebody updating, and you go toa meeting, and everybody on your
team, and everybody and thatjust you want to have that
connection in today's day andage.
Okay, the the second platform isX Twitter.
I'm on it because I'm a sportsfan.
So this time of year, I'mgetting all of the tweets from
people that follow my team, myteams, basketball.
I'm into college sports, youall.
(07:11):
I'm not as big on like NBA, NFL,not my thing.
I know a lot of you are, but notmy thing.
And uh not totally.
I mean, I get into it sometimes.
But um, and baseball, I watchedthe uh the last game, game seven
of the World Series.
That was it.
Met my appetite.
I know, I know some of yourmassive baseball fans, not me.
I didn't grow up with it, and soI don't have the appreciation
(07:32):
for it, nor do I see why in theworld any league would play 497
games in a season or whatever,whatever it is, a hundred and
like it's insane how long thebaseball season is.
They gotta fix that, man.
Way too long.
The games are too long, theseason's too long.
Anyway, this is not thatpodcast.
(07:54):
So I love I love college sports,and um, and my team, my teams
tend to be doing, they're doingpretty well right now, like the
best we've ever done.
And so I'm super into it.
So Twitter's good for that, plusum business leaders, great
minds, innovative thinkers, anduh, I get like hardly any
politics in my Twitter feed,which is a beautiful thing.
(08:17):
Oh my gosh, can't stand thepolitical noise that's out there
these days.
Um the people that agree withme, or I tend to agree with
them, half of them they've losttheir minds.
Like they they think any anybodywho disagrees with them is an
idiot.
Like, do they not do they notsee anyway?
Don't don't get me going.
And then the other half thatdisagree with me think I should
(08:40):
be wiped off the face of theearth or kicked out of the
country or whatever because ofthe beliefs I hold.
Which come on now, there's spacefor you and there's space for
me.
I don't value anything as muchas I value compromise,
agreement, negotiation.
It's what we do in business.
Can you imagine going up to aclient being like, if you don't
fully agree with everything thatwe do as an organization, you
(09:01):
don't agree to everything in ourcontract, you should just be
wiped off.
You're a loser.
You're like, if we treatedbusiness the way we treat
politics, oh man.
Anyway, so I I uh and then theother the other platforms I'm
on, but I don't I I don't evenhave the apps on my phone
anymore because um they justwhatever.
Anyway, this is not this is notuh an episode about that.
(09:22):
Um so Brian Armstrong, whoeverhe is, brilliant dude, um,
somehow ended up in my feedbecause of the algorithm, which
is getting better and better allthe time on Twitter X, says one
of my favorite lessons I'velearned from people.
He actually typed learnt.
So maybe Brian's not too smart,but anyway, uh actually I'm just
kidding, because I I have typosall the time, and I'm not one of
those people.
(09:42):
Um I've learned from workingwith smart people.
So this is one of his favoritelessons that he's learned from
working with smart people.
I already like him saying that.
Like this guy's capturing wisdomfrom wise people he works with.
Like I'm I'm already a fanbecause 90% of people don't do
that.
They don't even think the peoplethey work with are smart, and
(10:04):
they don't see the value they'rebringing, all the wisdom around
them, and then they're notspending time capturing the
wisdom, experience, insights.
Like, there's so much time to besaved by listening to other
people who have been on yourpath.
The people I want to follow, thepeople I want to work with, the
(10:25):
people I want to be surroundedwith, are the people five miles
down the journey I'm on.
You with me?
Like they've got kids andthey're figuring out, or they
they've unlocked a few thingsabout how to parent effectively.
They have a level of financialfreedom or security or success
and and that they figured out afew things.
They've got, you know, like youknow what I mean?
(10:46):
Spiritually, physically,emotionally, mentally, they're
not perfect.
That person doesn't exist.
Every single one of us hascontradictions in the way that
we live, lead, operate, parent,all of that.
There are tons ofcontradictions.
I don't get caught up in that.
I'm not looking for the perfectperson.
I'm looking for the perf, I'mlooking for the person who's
(11:08):
fallen down, tripped, bloodiedtheir face, got scars, and
they're moving forward, andthey're not bitter.
And and and they're capturingwisdom.
Like, put me at a dinner tablewith them.
Connect to me with them onLinkedIn.
Like, let me follow them onTwitter or whatever.
Anyway, so Brian, I like youalready from this.
(11:29):
Here's the lesson, one of hisfavorite lessons.
This is what he says actionproduces information.
Like, we could just frame thatthose three words, and I would
be super happy and feeling likeI brought a ton of value through
Brian, whoever Brian is, to thisepisode.
(11:51):
And you know my feeling aboutsimplicity.
We work so hard as a firm.
Why'd it take four years towrite a stupid book called
Deliver?
Because we were trying tosimplify and simplify it and
simplify it and give you thestories you need to read, or
that the the the leader outthere, the mid-level manager or
the senior executive trying tofigure it out or develop their
(12:13):
team, we want the stories thatthey're going to be glued to.
Like chapter one of our book,that story is phenomenal.
Brian Chesky, the founder,co-founder of Airbnb, walking
into a private meeting inSilicon Valley in December of
2024.
And what he unleashed in thatroom needs to be read and
(12:34):
studied by everyone because he'sa really successful business
person who got it wrong.
We all get it wrong.
I just talked about that.
In that moment, he got it wrong,in our view, in some of what he
advocated for.
And yet all these leaders inSilicon Valley went, oh my gosh,
founder mode.
That's what it's all about.
(12:55):
And you're not going to knowwhat I'm talking about until you
read the book.
But so we worked hard to put theright stories in there because
people learn from stories.
Your brain craves a plot andcharacters and a visual.
That's why you watch the greatTV series.
That's why you listen to certainpodcasts.
That's why you love certainmovies.
That's why you tell stories atdinner.
(13:16):
That's why the moment youinteract with somebody, you say
you're not going to believe whathappened.
And you proceed to tell a storybecause that's how humans
communicate through stories.
Right?
And so you tell the rightstories and then you communicate
in as few words as possible.
That's what effective leadersdo.
Complexity doesn't scale.
(13:36):
You hear me say that over andover right now.
If your results for yourorganization are complex, they
don't scale.
People don't remember them.
They're not going vertically orhorizontally through the aura
chart.
Complexity doesn't scale in astory.
People have lost interest.
They've tuned you out.
Complexity doesn't scale in whatyou say in a meeting.
Anyway, so Brian, kudos, bro,for the simplicity.
(13:59):
He produced three words in asentence that is powerful.
Action produces information.
Some of you are listening tothat going, Russ, really?
That's like groundbreaking?
Yeah.
It actually is.
It actually is.
I'm going to talk more about itwhy in a minute.
(14:19):
Why I like that so much, but Iwant you thinking about it
first.
Why does Russ think that'sactually a powerful sentence?
Action produces information.
Think about it.
Action produces information.
Most humans, most leaders, mostexecutives, most entrepreneurs,
(14:44):
business owners get thatbackward.
Action produces information.
If you're un I'm gonna continuereading the tweet.
If you're unsure of what to do,just do anything.
Can you see why I'm sending thisin the family group chat?
I got college kids, I got now ason-in-law and a
(15:07):
daughter-in-law, and they'retrying to figure out what the
path of life looks like.
If you're unsure, Brian says, ofwhat to do, just do anything.
And then he says, comma, even ifit's the wrong thing.
Yes! That's it, Brian! That'sthe unlock.
That's right.
Then he goes on.
(15:27):
This will give you informationabout what you should actually
be doing.
I'm gonna read the paragraphagain because I kept
interrupting it.
Action produces information.
If you're unsure of what to do,just do anything.
Even if it's the wrong thing.
This will give you informationabout what you should actually
(15:49):
be doing.
Last paragraph of his tweet,Brian Armstrong, don't know who
he is.
Sounds simple on the surface.
The hard part is making it partof your everyday working
process.
It sounds simple on the surface.
The hard part is making it partof your everyday working
(16:11):
process.
He could have said thatparagraph a little bit more
effectively, but we like it.
We get his point.
Here's the issue.
So many of you, so many of you,um, two things I want to talk
about.
I want to go back to the way Iopened this episode, which is
what you do when you face anobstacle.
What you do when you come to theboulder in the path on the way
to your destination, the resultyou're trying to deliver.
(16:32):
How do you react?
How does your team react in thatmoment?
And then I'm gonna compare thatto what successful leaders and
teams do.
But before, well, this is alltied together.
So let's actually go with thatand then we're gonna come back
to the tweet because they'reconnected.
Most people, let me tell youwhat human nature is.
This is all in our Power N30course.
We've got a whole course aboutaccountability.
(16:54):
We taught accountability forthir for 15 years.
Those of us are the co-foundersof the firm.
Love it.
The Oz Principal, amazing.
Roger, Connors, Tom Smith, theour mentors, two of our the
people we respect most.
I'm talking about my co-foundersat Lone Rock Leadership.
We just have an enormous amountof respect for them.
(17:15):
And they're they're uh closefriends of ours.
Tom is uh we we we gave thefirst few pages of our new book
to Tom Smith, one of the one ofthe uh co-authors of the Oz
Principle, which if you're notfamiliar with that book came out
a long time ago.
I wish they would have updatedit.
They haven't.
Um a lot of you have read it,some of you haven't.
Here's the gist of it.
It teaches the Oz Principle isis above the line, below the
(17:36):
line, taking accountability.
And so Roger and Tom wrote aboutit in the 1980s when nobody was
using that word accountability.
We sold a ton of training, wentall over the world, literally,
all over the world, um, teachingit.
They they created a firm.
Some of you that are listeningwere from former clients of it.
You read books, you've been inleadership conferences.
I've taught that model, the OzPrinciple model.
(17:56):
It's fantastic.
They don't use it nearly as muchanymore.
Don't really, the firm's notbuilt around.
It's one of the things thatanyway, I'm not going to get
into it, but but it just didn'tmake a lot of sense.
But Roger and Tom no longer atthe company, no longer part of
the firm.
That's one of the reasons wecreated our own years ago.
Um, and and and but but wetaught accountability for a long
time.
And one of the things that youlearn studying and teaching
(18:19):
accountability constantly isthat you you learn what people
do when they face obstacles.
So I want you to visualize thatpath.
You're on the journey.
You've got an outcome that youdesire.
That might be a target, like anumber for the quarter, for the
month, a sales number.
It might be a product timeline.
It might be an innovativemindset.
(18:40):
It might be a closerrelationship with your brother
or sister, a better relationshipwith your parents.
It might be with your spouse oryour kids or whatever, whatever
the outcome is.
It might be wanting to be morephysically fit or to be more, to
be healthier spiritually,mentally, emotionally,
physically, whatever it is.
Have more money, betterlifestyle, whatever it is.
(19:01):
You have an outcome.
By the way, you have a ton ofoutcomes that you desire.
And for most of us, they're justdreams.
They're like wishes and dreamsin our mind, and we don't do a
lot about it.
And that's not what successfulpeople do.
They actually put together whatBrian's talking about.
Action produces information.
We'll go back to that in aminute.
But on that journey to theoutcome we desire, whether
(19:23):
that's us leading our team at anorganization or it's in our
personal lives, we hit we runinto boulders, obstacles.
Most people, here's humannature.
I want you to think about this.
Most people shrink in thepresence of obstacles.
Isn't that wild?
(19:45):
We surrender.
The human reaction, the humannature reaction to an obstacle
is surrender.
Oh crap.
I didn't know that all thesetariffs were gonna come.
I didn't expect the competitorto unleash this new product.
I did not think we were going tocut back part of our
(20:06):
organization.
I didn't realize that the waypeople wanted to work was going
to shift.
I didn't know the industry wasgonna be down.
I didn't know that my spouse,kids, parents, siblings,
whatever, we're gonna do that.
There's an obstacle.
They come at us all the time.
We run into them frequently.
(20:27):
Think of the path.
It's like a constant rock slide.
There's like stuff coming ontothe trail constantly.
And so we run into our teamdoes, we do individually, into
the obstacle.
Most people shrink, they getsmaller.
The obstacle gets bigger.
And we assign all of this power.
(20:49):
That's what we call our courseon this topic around
accountability.
Well, we call it power.
Accountability, that word sucks.
What you really want is peopleto show up powerfully.
Nobody wants to go to anaccountability training, right?
Because that means there'sissues in the company and the
executives are trying to holdsomebody accountable.
No, thank you.
I don't want to be I don't wantthat meeting invite.
(21:10):
But everyone understands what itfeels like to be powerless, to
feel powerless in arelationship, in a market, in an
organization.
When you when you so it's notyou, nobody should feel bad.
None of you should feel bad forfeeling the it the temporary
(21:32):
need to shrink or the shock orthe disappointment at the
boulder on the path.
Like, dang it.
I thought it was gonna be easierto get to that mountaintop.
I thought the trail was gonna beclear.
I expected it to be flat, notconstantly uphill.
We were in Colorado.
I talked about the river raftingtrip we had with these uh
teenagers that I volunteer withand this bucket list item I had
(21:56):
of finally rafting a river.
And you know, so I'm not gonnatalk about that at length, but
let me just quickly reference uhan experience we had on that
trip.
So we take all these teenageboys from the church group,
right, up to Colorado, and we goon this, this we're gonna go on
this river rafting trip.
We do that.
I did a whole episode on it.
There's actually a story, I putthat story in in the book.
(22:16):
There's a part of it that talksabout, I'm not gonna get into
it, I don't have time, but itthe the what why uh we I wanted
that story in in the book.
I I think it's pretty powerful,but uh illustrating a point that
we're making in one of thechapters.
Um but after the river raftingexperience, we went on a hike.
I ended up calling it Devil'sPeak.
That's not that's not the nameof it, but that kind of just
(22:38):
helps you visualize what Ithought about it, this hike.
Like you expect in themountains, the Rocky Mountains
in Colorado, these beautifulvistas, incredible what scenery,
right?
We're go we're on this trail andyou expect it to kind of be
uphill for a little bit of time,then it's gonna flatten out or
whatever.
No, not this one.
Like constantly uphill.
Like, not a little bit likeGrand Canyon switchback kind of
(23:01):
hike, right?
It did not look that way when westarted the hike, but we get on
it, and the group ahead of me isgoing ahead, and so now I'm like
locked in, and you don't want tobe that person, right?
They're like, oh, I'm not gonnago for no, we're gonna we're
gonna do this, right?
And and then when we by the way,so it's just constantly uphill.
And and and in fact, this is agreat example of the of the
(23:24):
point I'm making in thisepisode.
So I didn't expect the path tobe constantly, every step to be
uphill.
Like, isn't there a flat sectionsomewhere?
Like, are we gonna turn aroundthat corner and finally it's
gonna flatten out?
Or my calves gonna be burningand my heart in the Rocky
(23:46):
Mountains climbing this thingfeel like it's gonna explode?
Like, ooh, is there any oxygenin the air?
Because I can't really get anyin my system right now.
Are all of you dying?
Because you're not sounding likeI feel right now.
Can somebody please say thatthis sucks?
Or am I the only human here onthis trail or the only softie?
(24:07):
Right?
You you get it.
So we're we're gonna, and by theway, then we it finally, after
miles, after finally itflattened, we get to the top, it
flattens.
And guess what happened?
I'm not joking.
Guess what happened in thatexact moment?
A massive hailstorm.
Guess what is at the top of themountain?
(24:28):
No shelters.
Guess what I don't have?
Any protection.
So the hail just starts comingdown.
Like, oh my gosh.
Is that not a perfectrepresentation of the journey of
life?
Of what it's like to lead ateam.
The path is never flat.
(24:49):
And if it is, like you betterreally be enjoying this week or
this month.
Because I got news, what'saround the next corner?
Uhhill, boulders, hail falling.
So most people, human nature isto surrender in that moment, to
get small.
That's not what powerful peopledo.
(25:09):
That's not what accountablepeople do.
That's not what successful teamsdo.
They anticipate, expectboulders.
They don't know what they'regonna be.
They just know that theirjourney towards that
destination, towards thatresult, is gonna look like the
path I'm describing in the RockyMountains in southern Colorado.
(25:32):
And so we're ready for it.
So, yes, it's human nature inthe moment to shrink.
In the moment.
Get your breath, sit down on thetrail for a moment if you need
to, and then back to Brian'stweet.
Action produces information.
Do not stop, do not hang outhere.
(25:53):
The boulder is not moving.
And some of you as leaders,that's your mindset.
Some of you in your personallife, that's your mindset.
Some of you, your teams, that'swhat they're doing.
Some of you, this has becomeinstitutionalized into your
culture.
(26:13):
It's the way that the wholebusiness unit, the whole
factory, the whole region, thearea, they're sitting on the
trail thinking the boulder'sgonna move.
The boulder ain't moving.
And so what do successful peopledo?
They do what Brian's advocating.
(26:34):
They keep taking action,movement, motion, they keep
hiking, they don't surrender,they don't blame, they don't
become obsessed with the past.
Talk about the way we used to doit, or when the market was
different, or back when we hadthree times this many people,
back we used to have budgets, wehad all this bull crap.
(26:57):
You did not have the money youthink you had back then.
It wasn't as easy to sell.
Maybe for a few weeks, maybe fora year, if you're lucky, maybe
the market was really awesomefor a while.
Maybe there weren't a lot ofcompetitors.
That ain't today.
The boulder's not moving itself.
So, what I need you to do, ifyou really do want the outcomes
(27:18):
you desire, if you really dohave a desire to achieve that
outcome, if you really want thatbetter lifestyle, if you really
want to hit that number, youreally want to make that
compensation, you really want toachieve growth in your career,
you really want to unlockwisdom, you really want to
experience success, I need youto get your butt off the trail.
I need you to realize theboulder's not moving and find a
(27:41):
way around it, over it, orthrough it.
Action produces information.
It's in the moment that you'removing that the path reveals
itself.
The map doesn't suddenly floatdown from heaven while you sit
there and chill for a quarter ora year or a few years.
No.
The map reveals itself when youare in motion.
(28:02):
You start to see the patharound, over, or through.
If you're I'm going back toBrian's words, if you're unsure
of what to do, do anything.
Even if it's the wrong thing.
And then what you look for, youall, we talk about this in
powerful.
The very first step of showingup powerfully, of taking
accountability, of leaning intosuccess is curiosity.
(28:24):
We call it discover.
The path is discover decide do.
I don't have time to get intoit.
Discover is the first one, it'scuriosity.
The moment you see curiosity insomebody who's come up against a
boulder, the more that's themoment you know that they're
starting to take accountability.
There's a chance they're gonnarook it around that boulder.
Because they're curious.
Wait, what's this boulder?
(28:45):
How big is it actually?
How heavy is it?
How much space is it?
What's it taking up?
Where did it come from?
What what like they're curiousabout the obstacle?
And then in that moment, youknow what else they become
curious about?
The opportunity, the path, theway around it.
In the in the um in the activityof action, in the in in the
(29:09):
movement, the path revealsitself.
There's so many stories I couldtell, but this is the lead in 30
podcast, and it's been 30minutes, so I have to shut up
now.
That's what they tell me, right?
Oh my gosh.
If you want, like if this isringing a bell with you, if
you're like, oh, this is likewhat our team needs to hear, you
like you need to go.
I like I hope you made somenotes mentally, or you wrote
(29:30):
them down, or you typed it orwhatever, what you're thinking
you need to do of certain thingsthat we've talked about or have
crossed your mind of what yourteam needs to hear.
Like, write that down.
You might talk about an upcomingmeeting, you might send them a
link to this episode, whateverthat looks like for you, just do
it.
And then you all, if there, ifthis actually, to be honest um
and candid with you, if thisrings a bell with you, this is
(29:51):
the whole concept of the Powerand 30 course.
Like, we've got a whole coursewith these videos.
I'm actually on camera telling astory about.
About this exact thing.
We've got the whole team, notthe whole team, we've got a few
members of the team, just a fewof them, that are on camera
telling you there's like 25videos.
There's the whole, there's likea hundred and twenty-page
participant guide.
There's all the like it's allthere if you want it.
(30:14):
If this is a topic, you're like,oh my gosh, we need to talk
about this in in our kickoffmeeting in January.
Well, contact us.
Like we can we can do thatkeynote.
We can send a member of theteam.
I can do whatever you want.
Like a virtual meeting, whateverit is, if that's important or
that's uh valuable to you.
I don't care about all that.
Like, I mean, that's great, andthat's that's we we we make
(30:36):
these resources availablebecause they work.
Because these are real issuesthat real people are dealing
with.
And we've got to move thisorganization forward.
We've got to move our teamforward.
We have got to find a way aroundthis obstacle if we're gonna
unlock everything that this hasthis life has to offer us.
Don't surrender when you come upagainst the boulder or the
(31:01):
obstacle.
For a moment, you're gonna feelit.
That's okay.
That doesn't make you weak.
In the moment, for a moment,you're gonna realize how big
that boulder is, how big thatobstacle is, how uphill this
path is.
But don't so like give yourselfgrace for a moment and then keep
moving forward.
That's what's on my mind in thisepisode of the Lead in 30
(31:22):
podcast.
SPEAKER_02 (31:24):
Share this episode with a colleague, your team, or
a friend.
Tap on the share button and textthe link.
Thanks for listening to the Leadin 30 podcast with Russ Hill.
So I've got a question for you and your team.
When you're on that path, let'ssay you're like hiking down the
path towards the destination.
It's said differently, you're onthe journey to achieve the
results that you're trying todeliver.
And all of a sudden, you runinto this boulder, like this
(00:21):
massive obstacle.
What do you do?
What does your team do in thatmoment?
I'm going to talk to you in thisepisode about what human nature
is and then what separates youand other people and your team
from other teams that aresuccessful.
What do you do when you run intothe obstacle in this episode?
SPEAKER_02 (00:46):
This is the Lead in 30 podcast with Russell.
You cannot be serious.
Strengthen your ability to leadin less than 30 minutes.
SPEAKER_01 (01:04):
See why executives at Lockheed Martin, Cygna, Teva,
Chili's, and so many othercompanies are praising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
two free copies shipped to youat LoneRock.io.
SPEAKER_00 (01:24):
Yeah, it took us more than four years to write
that book, Deliver.
Why some leaders get results andmost don't.
It's not a book that was writtenin some business school by a
bunch of professors studyingwhat should work on paper, nor
is it the outcome of oneexecutive in one industry who
(01:46):
had one path.
That's not what this book is.
It is the outcome.
It is the collective wisdom fromthousands of leaders, thousands
of meetings, and hundreds oforganizations.
What works in delivering resultsand what doesn't?
And why are we confusing so manyof the leaders in our
(02:09):
organization?
They are confused.
There's fog in the midsection ofour org chart.
How do we solve it?
That's what we that's why wewrote deliver.
Why some leaders get results,others don't.
If it's not listed in Amazon, ifyou can't find it on our website
at this very moment when thisepisode's coming out, it's just
a matter of days.
(02:30):
We're just putting final toucheson it.
I'm not going to say more.
You can listen to the last fewepisodes where I mentioned more
about the book.
Just super excited for you allto have it.
It is a game changer.
I hope that you will read it.
I hope that we'll have the audioout in a couple of months, you
all, at the time this episode'scoming out.
Sorry, we can't get it faster.
But the book is out in time forthe holidays.
(02:50):
I hope you'll you'll purchase itfor yourself, that you'll read
it, that you'll study it.
Again, it's it's not what wecame up with.
It's what we discovered inworking in a leadership lab at
some of the world's most amazingcompanies and with some of the
most pathetic leaders.
Let's just be honest.
We get to work with a bunch ofthem that are amazing and
(03:12):
unbelievable.
And we also, in our 20 years ofdoing this as a firm we've run
up and we've interacted with, wedo all the time, with leaders
that are not delivering results,that are screwing up royally.
What do we learn from them aswell?
It's all in deliver.
Okay, uh, welcome into theLeadin30 Podcast.
In less than 30 minutes, we giveyou something to consider
implementing in the way that youlead others to upgrade your
(03:34):
skills to meet the demands of anever-changing workforce.
It is not static out there.
If you were a great leader fiveyears ago, that does not qualify
you to be leading people today.
If you were a great leader,effective, you delivered results
two years ago.
Doesn't mean it's gonna worktoday.
The market's changing.
Your people are changing, you'rechanging.
(03:57):
All these things, yourcompetitors are changing.
So you've got to constantly,we've got to constantly be
working on upgrading ourselves.
That's what this podcast is allabout.
I am Russ Hill.
I'm one of the co-founders, partof the team at Lone Rock
Leadership.
We're an executive consultingfirm as well as a leadership
training company.
You can find out more about ourwork in both of those areas,
(04:18):
whether we're training orupskilling, upgrading your
mid-level managers, or you needsome help with the uh keynote
that you've got coming up in Q1,Q2, whatever, a sales meeting.
You want us to speak in front of2,000 people, or you want us in
an executive offsite to help youget some clarity or build
alignment in your organizationor solve for um the various
(04:40):
areas of friction.
We talk about all of it at LoneRock.io.
Lone Rock Leadership,LoneRock.io.
Okay, let's get into theepisode.
I'm gonna read a tweet and uhthat I that I came upon that I
actually um screenshot.
I did a screenshot of it.
Um I haven't yet sent it to mykids, but it's gonna be in our
family group chat um eithertoday or in the next couple of
(05:02):
days because I thought it was,and and I'm probably gonna share
it in Slack with our ourorganization, our team as well,
because this this tweet in justa couple of sentences, in a few
sentences, captures what I wantto talk about in this episode.
They're related, not spot on,but related.
Here's the tweet.
Uh it says, one of my favoritelessons.
(05:25):
This is not from me, this isfrom some guy named Brian
Armstrong.
I don't know Brian.
He's probably world famous.
All of you know him, and I'm theonly loser that doesn't, but I
and I don't know how he got inmy Twitter feed, but whatever
they're doing at X is working.
Like my feed is so good.
And I don't think any company, Idon't think any platform's
(05:45):
perfect, but of all the socialmedia platforms I spend time
really on two these days.
Not a lot, but a little bit, andthat's LinkedIn.
How could you not be onLinkedIn?
I'm putting content out everyday.
If you're not connected to me,following me on LinkedIn, I hope
that you will.
Our team is working on my feedevery day, putting out content
and stuff.
I hope you find it valuable.
(06:06):
You can always direct messageme.
Might take me a little bit toget back to you, but I'll
eventually get through itbecause there's tons of messages
that come through there.
LinkedIn is one social platformI'm on.
You get you got to be updatingthat, you all.
That is your today's businesscard, today's resume.
You want to expand your network.
You're meeting people atinternal company events, at um
in industry events, you'remeeting somebody at a social
(06:28):
thing.
You need to connect with them onLinkedIn.
You just need to because fiveyears from now, ten years from
now, six months from now, that'sgoing to be really valuable.
Okay.
I'm not, I got no stock inLinkedIn, and and I don't think
it's perfect by any stretch, buthow could you not be investing
some time, energy, or havesomebody on your team, an EA or
(06:50):
somebody updating, and you go toa meeting, and everybody on your
team, and everybody and thatjust you want to have that
connection in today's day andage.
Okay, the the second platform isX Twitter.
I'm on it because I'm a sportsfan.
So this time of year, I'mgetting all of the tweets from
people that follow my team, myteams, basketball.
I'm into college sports, youall.
(07:11):
I'm not as big on like NBA, NFL,not my thing.
I know a lot of you are, but notmy thing.
And uh not totally.
I mean, I get into it sometimes.
But um, and baseball, I watchedthe uh the last game, game seven
of the World Series.
That was it.
Met my appetite.
I know, I know some of yourmassive baseball fans, not me.
I didn't grow up with it, and soI don't have the appreciation
(07:32):
for it, nor do I see why in theworld any league would play 497
games in a season or whatever,whatever it is, a hundred and
like it's insane how long thebaseball season is.
They gotta fix that, man.
Way too long.
The games are too long, theseason's too long.
Anyway, this is not thatpodcast.
(07:54):
So I love I love college sports,and um, and my team, my teams
tend to be doing, they're doingpretty well right now, like the
best we've ever done.
And so I'm super into it.
So Twitter's good for that, plusum business leaders, great
minds, innovative thinkers, anduh, I get like hardly any
politics in my Twitter feed,which is a beautiful thing.
(08:17):
Oh my gosh, can't stand thepolitical noise that's out there
these days.
Um the people that agree withme, or I tend to agree with
them, half of them they've losttheir minds.
Like they they think any anybodywho disagrees with them is an
idiot.
Like, do they not do they notsee anyway?
Don't don't get me going.
And then the other half thatdisagree with me think I should
(08:40):
be wiped off the face of theearth or kicked out of the
country or whatever because ofthe beliefs I hold.
Which come on now, there's spacefor you and there's space for
me.
I don't value anything as muchas I value compromise,
agreement, negotiation.
It's what we do in business.
Can you imagine going up to aclient being like, if you don't
fully agree with everything thatwe do as an organization, you
(09:01):
don't agree to everything in ourcontract, you should just be
wiped off.
You're a loser.
You're like, if we treatedbusiness the way we treat
politics, oh man.
Anyway, so I I uh and then theother the other platforms I'm
on, but I don't I I don't evenhave the apps on my phone
anymore because um they justwhatever.
Anyway, this is not this is notuh an episode about that.
(09:22):
Um so Brian Armstrong, whoeverhe is, brilliant dude, um,
somehow ended up in my feedbecause of the algorithm, which
is getting better and better allthe time on Twitter X, says one
of my favorite lessons I'velearned from people.
He actually typed learnt.
So maybe Brian's not too smart,but anyway, uh actually I'm just
kidding, because I I have typosall the time, and I'm not one of
those people.
(09:42):
Um I've learned from workingwith smart people.
So this is one of his favoritelessons that he's learned from
working with smart people.
I already like him saying that.
Like this guy's capturing wisdomfrom wise people he works with.
Like I'm I'm already a fanbecause 90% of people don't do
that.
They don't even think the peoplethey work with are smart, and
(10:04):
they don't see the value they'rebringing, all the wisdom around
them, and then they're notspending time capturing the
wisdom, experience, insights.
Like, there's so much time to besaved by listening to other
people who have been on yourpath.
The people I want to follow, thepeople I want to work with, the
(10:25):
people I want to be surroundedwith, are the people five miles
down the journey I'm on.
You with me?
Like they've got kids andthey're figuring out, or they
they've unlocked a few thingsabout how to parent effectively.
They have a level of financialfreedom or security or success
and and that they figured out afew things.
They've got, you know, like youknow what I mean?
(10:46):
Spiritually, physically,emotionally, mentally, they're
not perfect.
That person doesn't exist.
Every single one of us hascontradictions in the way that
we live, lead, operate, parent,all of that.
There are tons ofcontradictions.
I don't get caught up in that.
I'm not looking for the perfectperson.
I'm looking for the perf, I'mlooking for the person who's
(11:08):
fallen down, tripped, bloodiedtheir face, got scars, and
they're moving forward, andthey're not bitter.
And and and they're capturingwisdom.
Like, put me at a dinner tablewith them.
Connect to me with them onLinkedIn.
Like, let me follow them onTwitter or whatever.
Anyway, so Brian, I like youalready from this.
(11:29):
Here's the lesson, one of hisfavorite lessons.
This is what he says actionproduces information.
Like, we could just frame thatthose three words, and I would
be super happy and feeling likeI brought a ton of value through
Brian, whoever Brian is, to thisepisode.
(11:51):
And you know my feeling aboutsimplicity.
We work so hard as a firm.
Why'd it take four years towrite a stupid book called
Deliver?
Because we were trying tosimplify and simplify it and
simplify it and give you thestories you need to read, or
that the the the leader outthere, the mid-level manager or
the senior executive trying tofigure it out or develop their
(12:13):
team, we want the stories thatthey're going to be glued to.
Like chapter one of our book,that story is phenomenal.
Brian Chesky, the founder,co-founder of Airbnb, walking
into a private meeting inSilicon Valley in December of
2024.
And what he unleashed in thatroom needs to be read and
(12:34):
studied by everyone because he'sa really successful business
person who got it wrong.
We all get it wrong.
I just talked about that.
In that moment, he got it wrong,in our view, in some of what he
advocated for.
And yet all these leaders inSilicon Valley went, oh my gosh,
founder mode.
That's what it's all about.
(12:55):
And you're not going to knowwhat I'm talking about until you
read the book.
But so we worked hard to put theright stories in there because
people learn from stories.
Your brain craves a plot andcharacters and a visual.
That's why you watch the greatTV series.
That's why you listen to certainpodcasts.
That's why you love certainmovies.
That's why you tell stories atdinner.
(13:16):
That's why the moment youinteract with somebody, you say
you're not going to believe whathappened.
And you proceed to tell a storybecause that's how humans
communicate through stories.
Right?
And so you tell the rightstories and then you communicate
in as few words as possible.
That's what effective leadersdo.
Complexity doesn't scale.
(13:36):
You hear me say that over andover right now.
If your results for yourorganization are complex, they
don't scale.
People don't remember them.
They're not going vertically orhorizontally through the aura
chart.
Complexity doesn't scale in astory.
People have lost interest.
They've tuned you out.
Complexity doesn't scale in whatyou say in a meeting.
Anyway, so Brian, kudos, bro,for the simplicity.
(13:59):
He produced three words in asentence that is powerful.
Action produces information.
Some of you are listening tothat going, Russ, really?
That's like groundbreaking?
Yeah.
It actually is.
It actually is.
I'm going to talk more about itwhy in a minute.
(14:19):
Why I like that so much, but Iwant you thinking about it
first.
Why does Russ think that'sactually a powerful sentence?
Action produces information.
Think about it.
Action produces information.
Most humans, most leaders, mostexecutives, most entrepreneurs,
(14:44):
business owners get thatbackward.
Action produces information.
If you're un I'm gonna continuereading the tweet.
If you're unsure of what to do,just do anything.
Can you see why I'm sending thisin the family group chat?
I got college kids, I got now ason-in-law and a
(15:07):
daughter-in-law, and they'retrying to figure out what the
path of life looks like.
If you're unsure, Brian says, ofwhat to do, just do anything.
And then he says, comma, even ifit's the wrong thing.
Yes! That's it, Brian! That'sthe unlock.
That's right.
Then he goes on.
(15:27):
This will give you informationabout what you should actually
be doing.
I'm gonna read the paragraphagain because I kept
interrupting it.
Action produces information.
If you're unsure of what to do,just do anything.
Even if it's the wrong thing.
This will give you informationabout what you should actually
(15:49):
be doing.
Last paragraph of his tweet,Brian Armstrong, don't know who
he is.
Sounds simple on the surface.
The hard part is making it partof your everyday working
process.
It sounds simple on the surface.
The hard part is making it partof your everyday working
(16:11):
process.
He could have said thatparagraph a little bit more
effectively, but we like it.
We get his point.
Here's the issue.
So many of you, so many of you,um, two things I want to talk
about.
I want to go back to the way Iopened this episode, which is
what you do when you face anobstacle.
What you do when you come to theboulder in the path on the way
to your destination, the resultyou're trying to deliver.
(16:32):
How do you react?
How does your team react in thatmoment?
And then I'm gonna compare thatto what successful leaders and
teams do.
But before, well, this is alltied together.
So let's actually go with thatand then we're gonna come back
to the tweet because they'reconnected.
Most people, let me tell youwhat human nature is.
This is all in our Power N30course.
We've got a whole course aboutaccountability.
(16:54):
We taught accountability forthir for 15 years.
Those of us are the co-foundersof the firm.
Love it.
The Oz Principal, amazing.
Roger, Connors, Tom Smith, theour mentors, two of our the
people we respect most.
I'm talking about my co-foundersat Lone Rock Leadership.
We just have an enormous amountof respect for them.
(17:15):
And they're they're uh closefriends of ours.
Tom is uh we we we gave thefirst few pages of our new book
to Tom Smith, one of the one ofthe uh co-authors of the Oz
Principle, which if you're notfamiliar with that book came out
a long time ago.
I wish they would have updatedit.
They haven't.
Um a lot of you have read it,some of you haven't.
Here's the gist of it.
It teaches the Oz Principle isis above the line, below the
(17:36):
line, taking accountability.
And so Roger and Tom wrote aboutit in the 1980s when nobody was
using that word accountability.
We sold a ton of training, wentall over the world, literally,
all over the world, um, teachingit.
They they created a firm.
Some of you that are listeningwere from former clients of it.
You read books, you've been inleadership conferences.
I've taught that model, the OzPrinciple model.
(17:56):
It's fantastic.
They don't use it nearly as muchanymore.
Don't really, the firm's notbuilt around.
It's one of the things thatanyway, I'm not going to get
into it, but but it just didn'tmake a lot of sense.
But Roger and Tom no longer atthe company, no longer part of
the firm.
That's one of the reasons wecreated our own years ago.
Um, and and and but but wetaught accountability for a long
time.
And one of the things that youlearn studying and teaching
(18:19):
accountability constantly isthat you you learn what people
do when they face obstacles.
So I want you to visualize thatpath.
You're on the journey.
You've got an outcome that youdesire.
That might be a target, like anumber for the quarter, for the
month, a sales number.
It might be a product timeline.
It might be an innovativemindset.
(18:40):
It might be a closerrelationship with your brother
or sister, a better relationshipwith your parents.
It might be with your spouse oryour kids or whatever, whatever
the outcome is.
It might be wanting to be morephysically fit or to be more, to
be healthier spiritually,mentally, emotionally,
physically, whatever it is.
Have more money, betterlifestyle, whatever it is.
(19:01):
You have an outcome.
By the way, you have a ton ofoutcomes that you desire.
And for most of us, they're justdreams.
They're like wishes and dreamsin our mind, and we don't do a
lot about it.
And that's not what successfulpeople do.
They actually put together whatBrian's talking about.
Action produces information.
We'll go back to that in aminute.
But on that journey to theoutcome we desire, whether
(19:23):
that's us leading our team at anorganization or it's in our
personal lives, we hit we runinto boulders, obstacles.
Most people, here's humannature.
I want you to think about this.
Most people shrink in thepresence of obstacles.
Isn't that wild?
(19:45):
We surrender.
The human reaction, the humannature reaction to an obstacle
is surrender.
Oh crap.
I didn't know that all thesetariffs were gonna come.
I didn't expect the competitorto unleash this new product.
I did not think we were going tocut back part of our
(20:06):
organization.
I didn't realize that the waypeople wanted to work was going
to shift.
I didn't know the industry wasgonna be down.
I didn't know that my spouse,kids, parents, siblings,
whatever, we're gonna do that.
There's an obstacle.
They come at us all the time.
We run into them frequently.
(20:27):
Think of the path.
It's like a constant rock slide.
There's like stuff coming ontothe trail constantly.
And so we run into our teamdoes, we do individually, into
the obstacle.
Most people shrink, they getsmaller.
The obstacle gets bigger.
And we assign all of this power.
(20:49):
That's what we call our courseon this topic around
accountability.
Well, we call it power.
Accountability, that word sucks.
What you really want is peopleto show up powerfully.
Nobody wants to go to anaccountability training, right?
Because that means there'sissues in the company and the
executives are trying to holdsomebody accountable.
No, thank you.
I don't want to be I don't wantthat meeting invite.
(21:10):
But everyone understands what itfeels like to be powerless, to
feel powerless in arelationship, in a market, in an
organization.
When you when you so it's notyou, nobody should feel bad.
None of you should feel bad forfeeling the it the temporary
(21:32):
need to shrink or the shock orthe disappointment at the
boulder on the path.
Like, dang it.
I thought it was gonna be easierto get to that mountaintop.
I thought the trail was gonna beclear.
I expected it to be flat, notconstantly uphill.
We were in Colorado.
I talked about the river raftingtrip we had with these uh
teenagers that I volunteer withand this bucket list item I had
(21:56):
of finally rafting a river.
And you know, so I'm not gonnatalk about that at length, but
let me just quickly reference uhan experience we had on that
trip.
So we take all these teenageboys from the church group,
right, up to Colorado, and we goon this, this we're gonna go on
this river rafting trip.
We do that.
I did a whole episode on it.
There's actually a story, I putthat story in in the book.
(22:16):
There's a part of it that talksabout, I'm not gonna get into
it, I don't have time, but itthe the what why uh we I wanted
that story in in the book.
I I think it's pretty powerful,but uh illustrating a point that
we're making in one of thechapters.
Um but after the river raftingexperience, we went on a hike.
I ended up calling it Devil'sPeak.
That's not that's not the nameof it, but that kind of just
(22:38):
helps you visualize what Ithought about it, this hike.
Like you expect in themountains, the Rocky Mountains
in Colorado, these beautifulvistas, incredible what scenery,
right?
We're go we're on this trail andyou expect it to kind of be
uphill for a little bit of time,then it's gonna flatten out or
whatever.
No, not this one.
Like constantly uphill.
Like, not a little bit likeGrand Canyon switchback kind of
(23:01):
hike, right?
It did not look that way when westarted the hike, but we get on
it, and the group ahead of me isgoing ahead, and so now I'm like
locked in, and you don't want tobe that person, right?
They're like, oh, I'm not gonnago for no, we're gonna we're
gonna do this, right?
And and then when we by the way,so it's just constantly uphill.
And and and in fact, this is agreat example of the of the
(23:24):
point I'm making in thisepisode.
So I didn't expect the path tobe constantly, every step to be
uphill.
Like, isn't there a flat sectionsomewhere?
Like, are we gonna turn aroundthat corner and finally it's
gonna flatten out?
Or my calves gonna be burningand my heart in the Rocky
(23:46):
Mountains climbing this thingfeel like it's gonna explode?
Like, ooh, is there any oxygenin the air?
Because I can't really get anyin my system right now.
Are all of you dying?
Because you're not sounding likeI feel right now.
Can somebody please say thatthis sucks?
Or am I the only human here onthis trail or the only softie?
(24:07):
Right?
You you get it.
So we're we're gonna, and by theway, then we it finally, after
miles, after finally itflattened, we get to the top, it
flattens.
And guess what happened?
I'm not joking.
Guess what happened in thatexact moment?
A massive hailstorm.
Guess what is at the top of themountain?
(24:28):
No shelters.
Guess what I don't have?
Any protection.
So the hail just starts comingdown.
Like, oh my gosh.
Is that not a perfectrepresentation of the journey of
life?
Of what it's like to lead ateam.
The path is never flat.
(24:49):
And if it is, like you betterreally be enjoying this week or
this month.
Because I got news, what'saround the next corner?
Uhhill, boulders, hail falling.
So most people, human nature isto surrender in that moment, to
get small.
That's not what powerful peopledo.
(25:09):
That's not what accountablepeople do.
That's not what successful teamsdo.
They anticipate, expectboulders.
They don't know what they'regonna be.
They just know that theirjourney towards that
destination, towards thatresult, is gonna look like the
path I'm describing in the RockyMountains in southern Colorado.
(25:32):
And so we're ready for it.
So, yes, it's human nature inthe moment to shrink.
In the moment.
Get your breath, sit down on thetrail for a moment if you need
to, and then back to Brian'stweet.
Action produces information.
Do not stop, do not hang outhere.
(25:53):
The boulder is not moving.
And some of you as leaders,that's your mindset.
Some of you in your personallife, that's your mindset.
Some of you, your teams, that'swhat they're doing.
Some of you, this has becomeinstitutionalized into your
culture.
(26:13):
It's the way that the wholebusiness unit, the whole
factory, the whole region, thearea, they're sitting on the
trail thinking the boulder'sgonna move.
The boulder ain't moving.
And so what do successful peopledo?
They do what Brian's advocating.
(26:34):
They keep taking action,movement, motion, they keep
hiking, they don't surrender,they don't blame, they don't
become obsessed with the past.
Talk about the way we used to doit, or when the market was
different, or back when we hadthree times this many people,
back we used to have budgets, wehad all this bull crap.
(26:57):
You did not have the money youthink you had back then.
It wasn't as easy to sell.
Maybe for a few weeks, maybe fora year, if you're lucky, maybe
the market was really awesomefor a while.
Maybe there weren't a lot ofcompetitors.
That ain't today.
The boulder's not moving itself.
So, what I need you to do, ifyou really do want the outcomes
(27:18):
you desire, if you really dohave a desire to achieve that
outcome, if you really want thatbetter lifestyle, if you really
want to hit that number, youreally want to make that
compensation, you really want toachieve growth in your career,
you really want to unlockwisdom, you really want to
experience success, I need youto get your butt off the trail.
I need you to realize theboulder's not moving and find a
(27:41):
way around it, over it, orthrough it.
Action produces information.
It's in the moment that you'removing that the path reveals
itself.
The map doesn't suddenly floatdown from heaven while you sit
there and chill for a quarter ora year or a few years.
No.
The map reveals itself when youare in motion.
(28:02):
You start to see the patharound, over, or through.
If you're I'm going back toBrian's words, if you're unsure
of what to do, do anything.
Even if it's the wrong thing.
And then what you look for, youall, we talk about this in
powerful.
The very first step of showingup powerfully, of taking
accountability, of leaning intosuccess is curiosity.
(28:24):
We call it discover.
The path is discover decide do.
I don't have time to get intoit.
Discover is the first one, it'scuriosity.
The moment you see curiosity insomebody who's come up against a
boulder, the more that's themoment you know that they're
starting to take accountability.
There's a chance they're gonnarook it around that boulder.
Because they're curious.
Wait, what's this boulder?
(28:45):
How big is it actually?
How heavy is it?
How much space is it?
What's it taking up?
Where did it come from?
What what like they're curiousabout the obstacle?
And then in that moment, youknow what else they become
curious about?
The opportunity, the path, theway around it.
In the in the um in the activityof action, in the in in the
(29:09):
movement, the path revealsitself.
There's so many stories I couldtell, but this is the lead in 30
podcast, and it's been 30minutes, so I have to shut up
now.
That's what they tell me, right?
Oh my gosh.
If you want, like if this isringing a bell with you, if
you're like, oh, this is likewhat our team needs to hear, you
like you need to go.
I like I hope you made somenotes mentally, or you wrote
(29:30):
them down, or you typed it orwhatever, what you're thinking
you need to do of certain thingsthat we've talked about or have
crossed your mind of what yourteam needs to hear.
Like, write that down.
You might talk about an upcomingmeeting, you might send them a
link to this episode, whateverthat looks like for you, just do
it.
And then you all, if there, ifthis actually, to be honest um
and candid with you, if thisrings a bell with you, this is
(29:51):
the whole concept of the Powerand 30 course.
Like, we've got a whole coursewith these videos.
I'm actually on camera telling astory about.
About this exact thing.
We've got the whole team, notthe whole team, we've got a few
members of the team, just a fewof them, that are on camera
telling you there's like 25videos.
There's the whole, there's likea hundred and twenty-page
participant guide.
There's all the like it's allthere if you want it.
(30:14):
If this is a topic, you're like,oh my gosh, we need to talk
about this in in our kickoffmeeting in January.
Well, contact us.
Like we can we can do thatkeynote.
We can send a member of theteam.
I can do whatever you want.
Like a virtual meeting, whateverit is, if that's important or
that's uh valuable to you.
I don't care about all that.
Like, I mean, that's great, andthat's that's we we we make
(30:36):
these resources availablebecause they work.
Because these are real issuesthat real people are dealing
with.
And we've got to move thisorganization forward.
We've got to move our teamforward.
We have got to find a way aroundthis obstacle if we're gonna
unlock everything that this hasthis life has to offer us.
Don't surrender when you come upagainst the boulder or the
(31:01):
obstacle.
For a moment, you're gonna feelit.
That's okay.
That doesn't make you weak.
In the moment, for a moment,you're gonna realize how big
that boulder is, how big thatobstacle is, how uphill this
path is.
But don't so like give yourselfgrace for a moment and then keep
moving forward.
That's what's on my mind in thisepisode of the Lead in 30
(31:22):
podcast.
SPEAKER_02 (31:24):
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