November 7, 2025 • 30 mins
If you’ve ever felt like you’ve hit your ceiling, this conversation is your nudge to test it. We connect three simple moments—a chaotic drive-thru, a standout service interaction, and a gym set that pushed our limits—to the deeper truth that teams mirror their leaders and capacity grows where mindset allows it. You’ll hear how one bad customer experience reveals weak standards at the top, why a single friendly voice can signal a strong system, and how small, consistent stretches rewire what you and your team believe is possible.
We also pull back the curtain on Deliver: Why Some Leaders Get Results and Most Don’t, including an audiobook sneak peek and what it really takes to ship a book that reflects years of field work with executive teams. From edits and early readers to narration and launch, we share how the same principles we coach—clarity, pace, and tolerance for imperfection—show up in the creative process. That behind-the-scenes look sets up the episode’s core theme: stop treating capacity as fixed, and start treating it as a function of standards, coaching, and the example you set every day.
You’ll leave with practical shifts you can use immediately: hire for mindset and train for skill, remove tolerances that quietly drain performance, and set visible stretch goals that raise belief without burning people out. Think of it as a reset on how to lead with energy, ship before perfect, and build a culture that leans into challenge. If you’re ready to expand your impact and help your team do the same, press play, then tell us the one place you’ll add weight—at work or in life.
Enjoyed this conversation? Follow the show, share it with a colleague, and leave a quick review so more leaders can find it. Your feedback helps us keep raising the bar.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
It is amazing how much mindset matters.
You know what I'm talking about?
And your mindset as a leader,how you're approaching things
mentally, emotionally has a tonto do with your perceived
capacity.
Let's talk about it.
SPEAKER_03 (00:18):
This is the Lead in 30 podcast with Russell.
You cannot be serious!Strengthen your ability to lead
in less than 30 minutes.
SPEAKER_02 (00:30):
It's time to end the confusion.
Get the new book by the foundersof Lone Rock Leadership.
See why executives at LockheedMartin, Cigna, Teva, Chili's,
and so many other companies arepraising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
(00:51):
two free copies shipped to youat LoneRock.io.
SPEAKER_01 (00:56):
Okay, well, let me let me uh be honest with you.
At the time that many of you arelistening to this episode, what
she just said is gonna be true.
That you can go to LoneRock.io,you can download the first
chapter of Deliver our new book,and that you can request that
two physical copies be shippedto you.
I'll explain why two in aminute.
(01:18):
But right now, like at themoment that this episode's going
out, that's not up on thewebsite yet.
So just be patient.
Sorry, we put that in thepodcast sooner than than we
actually are able to deliver onit.
We we are, you all were in thefinal.
We just did the the lastcomplete edits of deliver.
The very, well, it's not thelast.
You never finish fully editingbecause you discover grammar
(01:38):
mistakes or some typo on page uh247 that nobody caught, um, that
AI didn't uh detect, you know,your AI proofread uh process to
that it didn't pick up.
So, but the pretty much thefinal edit is in, it's all
getting to Amazon and thedifferent book menu, all that
stuff's happening, right?
And so in the next few weeks, atthe time this episode's being
(02:02):
pushed out, just give us a weekor two and we'll have that up
and just go to lone rock.io andeverything that she just said
about you being able to downloadthe first chapter and to get a
couple of uh free copies,physical copies mailed to you,
um, that will all be true.
So just be patient with this.
I we are so excited.
In fact, I'm gonna do this realquick.
I'm gonna actually play for youlike maybe a minute, just a
(02:24):
minute or two, probably aminute, minute and a half of the
audiobook version of Deliver,our new book.
I just want to give you a smalllittle sample.
And you all, this audio's gonnabe slow and with pauses and at a
different speed than I'm talkingright now, because that's how
audiobooks are recorded, right?
But we just locked down theperson who's gonna be doing the
(02:47):
audiobook version of Deliver.
I'm super excited about thattoo.
So let me just play for you.
And again, the we're gonna gofrom 80 miles an hour in the way
that I'm speaking right now tolike 30 miles an hour, which is
the way audiobooks are recorded.
But I want to give you just aflavor, and then I want to come
back and talk about what I wantto talk about in this episode,
which is all about yourperceived capacity.
(03:08):
But as a listener to thepodcast, I gotta give you some
insight behind the scene accessbehind the scenes access to what
we're doing.
So this is the first few pagesof the introduction of the book
Deliver (03:19):
Why Some Leaders Get Results and Most Don't.
Our new book.
SPEAKER_00 (03:25):
This is an effing waste of time, Ben declared, his
voice cutting through thesilence like a blade.
I have zero confidence this isgoing to be worth a dam.
I'm only here because I was toldI had to show up.
The meeting room on the 14thfloor of the company's
Philadelphia offices suddenlywent completely still.
(03:46):
No movement, no noise.
Ten executives who collectivelycontrolled billions in revenue
sat frozen, watching their headof sales, a man closer to
retirement than anyone else inthe room, methodically destroy
the other departments in thecompany.
The problem isn't with my salesteam, Ben continued, pointing at
(04:06):
his colleagues.
It's your departments that arethe issue.
Sorry, but the truth hurts.
When Ben finished his brutalassessment and sat down, arms
crossed and head down, werealized we were witnessing
something profound.
A leader so frustrated by hisorganization's inability to
(04:26):
execute that he was willing torisk the repercussions of
spewing unfiltered honestyrather than sit through another
pointless meeting.
It wasn't the opening weanticipated to start that
meeting, but it wasn't entirelysurprising either.
This was the world's tenthlargest company as measured by
revenue, and it was sufferingfrom the same disease we had
(04:49):
seen spreading everywhere.
SPEAKER_01 (04:51):
So good.
Oh my gosh, I'm so excited forall of you to be able to read
this book that we spent the lastfour years on as the founders of
Lone Rock Leadership.
And uh this one, this one is itit's the uh fourth book, the
(05:11):
fourth book that my name will beon that I've been a part of
writing.
Each one is just uh just uh itrequires a ton of work, you all.
Like we threw out the I we ifyou were to get into our files,
there are folders and foldersand folders of previous
manuscripts and ghostwritersthat we fired and hired, and we
we tried this approach and thattitle and that cover, and and
(05:33):
and you just it you have to getit right, and it's never
perfect, and there are so manythings that I still want to
change in the book and adjustthis, and that takes too long to
say and shorten that down or putmore meat on that or whatever,
but at some point you just haveto ship, right?
The product's never totallycomplete.
And Joel, who's the voice, Joel,Joel's the name of the guy that
you just heard narrating thathe's just getting to work on uh
(05:56):
recording the whole book.
You can imagine how much time ittakes to record 70,000 words.
That's a that's a that's a hugeproject, but I I think he's the
perfect, um, he's got theperfect approach.
These are all the things youhave to worry about when putting
a book out, too, right?
So you put the hardback out,which we we we we we handed out
to all the executives that wereat our summit at Sundance Resort
(06:16):
a few weeks ago.
And then we went back and madesome adjustments.
They got kind of the uh the theadvanced copy of it, and now
we've got over 200 people whoare getting the digital copy of
it that signed up for that.
They're gonna give us reviews onit, and so they've got the
digital copy of the book, over200 people.
And um I I've been posting onLinkedIn about that, having
(06:36):
people sign up if they wanted tobe part of it, and uh, and so
their reviews are about to comein, and then you get the
audiobook version, and then nowwe're dealing with the shipping
and all anyway.
It's just tons of tons ofpieces, and that's just a book,
right?
You've got all the rest of thethings that you're working on,
but so excited for that book toget out there, deliver why some
leaders get results and mostdon't.
(06:56):
And um it's it's a game changer.
I I wish I had this book when Iwas 20 years old.
I wish I had it when I was 30years old.
It would have profoundlyaffected my ability to get
results, the things that we'velearned in the meantime.
Okay, so uh, and by the way,deliver deliver, that book is
all tied to the concepts in ourin our 30-day course, Leadin'30,
which I've been talking about.
(07:16):
I mean, it's the name of thispodcast, right?
And many of you have beenthrough it.
Many of you put you, you know,hundreds of leaders in your
organizations through it.
Some of you are just consideringthat.
Um, all the information onthat's at lone rock.io.
Okay, let's talk about what Iwant to get into.
Uh well, I gotta actuallyofficially welcome you in.
Welcome into the Leadin30podcast.
In less than 30 minutes, we giveyou a framework, uh, an audio
(07:38):
file to listen to, um, a uh anexperience, a best practice,
something to help you upgradeyour ability to lead others.
I make my living.
My name's Russ Hill.
I make my living coachingconsulting senior executive
teams at some of the world'sbiggest companies.
So awesome.
I've been on the phone today,you all, with um some executives
I haven't talked to in a coup inlike three years, and they're
(08:00):
they're involved in one of themis involved in a startup now
that's coming out of India, andand they've got their
headquarters in in uh uh in theU.S.
and Austin, Texas, and they'rejust getting going, and they
just got Series A funding, andlike that's a smaller
organization that's juststarting to, I mean, they grew
um 500% in 2025, which isamazing.
You have that on one end, andthen on the other end, we've got
(08:21):
organizations with well over ahundred thousand people that uh,
in fact, one organization we'retalking to right now has got
well over thirty thousandleaders that uh that that that
that they're trying to get someof this content.
It's just amazing.
All the diversity of experiencesthat we all have based on the
industry we're in, the companywe're in, the stage of life
(08:41):
we're in, the the types ofleaders we work with, what we're
trying to accomplish from a lifepurpose standpoint, just it it
in case you can't tell, it justenergizes me being in this
leadership lab with people whoare trying to produce results
and leading a group of humans isstinking hard.
It is hard.
Doing it in your own home ordoing it in a small organization
(09:02):
or a big, complex, matrixedorganization, um, whether you're
making cars or fighter jets orburritos or um bacon or you're
you're making um you know you'reyou're you're doing health care
services or insurance, whateverit is, um there's just so much
(09:22):
opportunity to gain wisdom.
And for those of us that areaddicted to growth, it's it's an
amazing time to be alive.
Okay, let's talk about what Iset up in the uh in the intro to
this podcast, which is aboutmindset.
I'm gonna share a quickexperience and then um and then
I'm gonna go to why this is onmy mind.
And and don't get lost in thesimplicity of this experience,
(09:46):
because the the underlyingprinciple that I'm gonna share
in this episode that I reallywant you thinking about as it
pertains to the way that youlead others.
Um I'll explain how these twosimple experiences tie to the
principle of leading others andthe principle uh that that I
(10:06):
want you to apply there.
Okay, so I'm gonna drivethrough.
I'm gonna drive through.
I'm on a road trip, I'm on abusiness trip, I'm gonna drive
through on an afternoon.
I'm starving.
It's actually getting to beevening time, and I'm doing
something that I rarely do rightnow.
I'm going through a McDonald'sdrive-thru because it's the only
thing open, one of the onlythings open, and I really don't
care.
I'm at that point, you know,when you get to that point of
(10:27):
hunger where like you just couldeat cardboard, like you're just
not picky, and you've got yourschedule is super compressed,
and so you don't really havetime to be picky and whatever
else.
I'm in this drive-thru.
I order a couple of things.
I'm the only car in there.
It's a really not busy time, andthe experience is horrific.
I'm not going to get into allthe details, but they they just
(10:49):
basically forget about me.
I so I park and I and I'm in thedrive-thru, but I park and I
have to go inside therestaurant, and don't worry, I
wasn't that guy.
Um and I go in and and peopleare on the employees are on
their phone.
Like, nobody's making my food.
And and I'm thinking, you'velost, you forgot about me.
How did my order get somebodycleared my order from the board
(11:10):
and and uh and yet I don't haveany food and I'm dying, and this
was supposed to be really quickbecause I'm racing to get to
this particular venue where I'vegot to be.
And so I I go in, I'm like, hey,you know, um what's going on
here?
And the the manager on duty wasjust the sort of person that um
that you hire when nobody elseon earth is available, if you
(11:33):
know what I mean.
Just uh just not good.
Not good at all.
And yeah, I'm doing all kinds ofjudgment in the moment because
just because I'm human and I'mthinking, you know, there are
all kinds of things going on inhis personal life that's
affecting how he's showing up inwork and and how he's leading
(11:54):
this team, or actually he's notleading the team, but you you
get a it's just a disaster.
So I finally just say, you knowwhat, you guys, let's just make
this super simple.
I'll go away, just give me mymoney back.
And and and it was just like sixdollars or seven, like nothing,
right?
Like meaningless amount ofmoney, and but it was the
principle of you don't deservemy cash.
And so I wasn't angry about it,I was super chill about it.
(12:16):
And I'm just like, well, youhaven't even really started
making my food, and you don'treally want my business, and so
it's cool, just give me my moneyback, they give it to me.
I leave, and I I'm now and nowI'm leaving this McDonald's,
this experience that's justhorrific.
Like textbook bad, like viral ifI had the video and and posted
(12:37):
it, just that bad.
And and and and so I leave, andyet I haven't solved my problem,
which is I'm starving, but I'mso principal-based and something
like that, that I just couldnot, in good faith, give them
money because they didn'tdeserve any revenue um from that
hour.
And and and neither did theowner, the franchisee who um
(13:01):
hired that team.
And and and so I I drive downand I'm like, I gotta get
something.
Like, I I I'm not gonna surviveif I don't get something.
So I pull into a Wendy'sdrive-thru, and I don't know
when the last time I was inWendy's, and the experience you
all was completely different.
Like the gal comes on thespeaker, there's nobody in any
(13:23):
of the drive, there's nobodyout.
The hour of the day, the the dayof the week, all of that,
nobody's out.
These places are just empty.
And so I go through the Wendy'sdrive-thru, the voice comes on
the speaker.
It could not be more pleasant,more human, more warm.
Like, oh wow, I'm not used tothat kind of a human on a on a
drive-thru speaker.
So I order my little basic meal.
(13:44):
I pull up to the window, this uh20-something, 22, 24, however
old she was, you know, with acouple of piercings and whatever
else, and hair dyed a differentcolor.
She could not have been morepersonable, more friendly, more
pleasant to deal with, um, andjust a completely different
experience.
(14:05):
And so I and I told her that.
I gave her feedback.
So after the transaction, I'mlike, can I just give you some
feedback?
You are amazing.
Like, this restaurant is so Isaid this, this restaurant is so
lucky to have you in this windowdoing that.
And she smiled real big.
She's like, oh my gosh, thankyou so much.
I'm like, no, for real.
Thank you so much for the wayyou approached that interaction.
(14:26):
I know it's super simple and andbut I just have to give you that
feedback.
And she looked like someone hadjust handed her the employee of
the month um trophy at somemajor corporation.
It was meaningful to her, whichI appreciated too.
And um, and so then I driveaway, right?
And and I'm thinking aboutmindset.
(14:48):
Thinking about lots of things.
The customer experience.
I'm thinking about who you hirematters.
I'm thinking about frontline,I'm thinking about how much the
the supervisors of frontlineemployees matter.
I'm thinking about all of this.
I'm thinking about the generalmanagers of those restaurants
and how one is clearly very uhinvolved in the type of people
(15:12):
that they hire.
Because yeah, you have a fewoutliers and you get lucky
sometimes, but my guess is if Iwas to look at the general
manager and these theserestaurants, these little
locations were like a mile, twomiles apart.
I'm thinking the generalmanager, I already know what I'm
gonna see.
I already know the experienceI'm gonna have if I were to have
lunch or sit down in a meetingwith the general manager of the
(15:33):
Wendy's versus the generalmanager of the McDonald's.
They're gonna be two totallydifferent approaches.
They are, as the because teamsare reflections of leaders.
Period.
It's just a fact.
Your team is a reflection ofyou.
They have your level of energy,they have your level of
(15:54):
commitment, they have your levelof excuse making, they have your
level of strategic, like theythey are that now they're not,
you have outliers and you havesome different challenges and
whatever else, but it's allabout what you tolerate.
It's all about what you pursue,it's all about what you're
willing to, what you're lookingfor in people, how important it
(16:14):
is for you to get the peoplethat think this way or execute
that way or have a have thissort of a mindset.
And so the employee on the frontline is a reflection, their
mindset is a reflection of themindset of their supervisor, who
is a reflection of the mindsetof their manager, who's a
reflection of the VP.
You got it?
How it cascades.
Again, they're outliers, but ifyou're thinking to me to
(16:34):
yourself right now, Russ, that'snot true.
Because when I look at my team,they like I got this person, I
got that person, and they'renothing like me, and they
they're totally problem child orchildren, or that they they have
issues, and well, you'retolerating it, like they're
still on your team.
You promoted them, you hiredthem, you're not doing anything
(16:55):
about it.
And I know you have a millionreasons, but the facts are the
facts.
And and so I'm thinking aboutthis mindset.
And then I'm let me combine allthese things and put it into
kind of a mixing bowl and andand and then explain uh what I'm
trying to bake here.
Um then I'm at the gym.
You guys, I the gym for me.
(17:16):
I how many how many episodeshave I uh over the 400 or close
to 400 episodes have I mentionedsomething about the gym?
You have these places that yougo and these habits that you
have um where you think.
And some of you that's theshower, others of you it's in
the car driving during yourcommute, others of you, it's on
the plane, others of you, it'son the back porch, sipping a cup
(17:37):
of coffee, others of you, it'sin the mornings or at night when
you're journaling or when you'rereading a book on the living
room couch or you're cutwherever.
But one of those places for mefor thought is the gym.
And um, and it because of thetime of day that I go and
because of time between setswhen you're we're working out or
whatever, and just because of ofthe effect that exercise and
(18:00):
movement has on your brainactivity and and and so all of
that combines.
And so I'm I I I often thinkabout or every once in a while
think about capacity in the gym.
That's really what separates us.
And and and and so I I oftenthink, well, I have the capacity
to lift the fifth, we're justgonna use examples, right?
(18:22):
We're uh I've I have capacity toto do a a curl, a bicep curl.
Those of you that know what thatis, that's pretty basic, right?
I have capacity to do a 20-pounddumbbell bicep curl.
Let's just say that's where I'mat.
And so I I I that's what Ithat's what I pick, and that's
what I go with, and I do so manyreps, and and then I look at
somebody else, and in fact, thishappened to me this week.
(18:43):
This is what got me thinkingabout it.
I was on this machine, it's it'sum basically like a back row, if
you know what I if you know whatthat is.
So I'm doing uh an exercise formy back, and it's kind of a row
exercise.
And there's a guy who comes, I'mI'm on a call, and I yeah, I was
kind of being that guy um on aphone, on a call at the gym,
kind of taking too long,whatever.
I was I was doing the reps, butI was taking longer between the
(19:05):
sets than than than I shouldhave been, because I'm deep in
this phone call.
So this guy walks up to me andhe's like, hey, how many, how
many, and and he was pleasant,but he's like, How many more
sets do you have?
And and my answer almost alwayswhen somebody asks that question
is one.
It just becomes one more setbecause if you want this
machine, I'm not gonna get inthe way, I'm not gonna be that
guy.
So I said, one more.
And he gives me this look like,okay, cool, um, but get get on
(19:29):
with it.
And and this guy is half my age,which is not difficult these
days.
And uh, and he's pleasant, and Iit's I finish up the set and I
move away, and he's like, Don'tworry about it, don't, don't,
don't clear the weights, I'mgood.
And then he puts on, and I'mlooking at this dude, it's not
like, you know, I'm certainlynot some bronzed bodybuilder by
any stretch, never will be.
(19:49):
That's not my goal, nor do Ithink I have that, well, kind of
gets the capacity mindset, so Ishouldn't say what I was gonna
say, because it'd violateeverything I'm talking about.
Well, except that my mindset isthat's not who I want to be,
right?
And I just want to be active.
And this guy is trying to buildsize and whatever else, but he's
not there yet.
He's a decent size, but youknow, it doesn't look like he's
massively stronger than I am,and and uh, and so you got some
(20:13):
ego going here, and he loads uplike more than double the weight
I was doing.
And I'm watching him now.
I'm at a different machine alittle ways away, and
occasionally I'm still on thisbusiness call.
I'm kind of looking over, seeingwhat he's doing, and and I'm
watching this, and I'm like,wow, how is he doing that much
weight?
(20:34):
And so I wanted to get back onthe machine because I thought,
well, Russ, maybe you you couldprobably do more than you had
loaded on there, and and youwere in the mindset of being
more focused on the businesscall anyway than the weight, and
so I'm just going to capacity.
And and I it's so off so often Ihave the experience when
(20:56):
exercising that I can gofurther, I can go heavier than I
thought I could.
And there's there's an obstaclelike mentally, I start feeling
some pain, or I start um losingmy breath, or whatever it is.
And so I go, okay, well, I canonly go a tenth of a mile more.
Or I I I think I could put on uhanother five pounds on this, but
(21:20):
not any more than that, becauseI'm facing some resistance.
And when that obstacle presentsitself, then I I I I hedge.
And it has to do with capacity.
And so let me give another quickstory and then and then we're
gonna go right into theprinciple and and my thought, my
invitation to you.
So the neighbors down thestreet, right, that they don't
(21:41):
live there anymore, but theylived in this this big house um
down the street from us, maybefour or five houses, and they
were there when we moved in, andthey're fr some of their kids,
their oldest, were the ages ofour oldest, and they became
friends, and they still arefriends, and um and even though
they're they're they're allmarried, that the older kids
now, and uh, and those coupleshave become friends.
(22:03):
And anyway, um you know, we havewe have four kids, they had
eight.
Yeah, eight.
And and and so you think you youyou you know where I'm going,
right?
So you have one kid and you'relike, wow, this baby is so like
life changed in a massive way.
How does anybody have a kid?
(22:24):
Like your respect level forsomebody who's a parent goes way
off the charts.
And and and then maybe you haveand well, you think, how could
anyone ever have two?
Two of these things, right?
Like, how do they survive?
And then maybe you take theplunge and you have a second,
and you're like, whoa, this isso much harder than having one.
(22:47):
We thought one was hard, two,like, whoa.
And then maybe you have a thirdor a fourth, some of us do, and
you're like, okay, I think we'regonna, that's good.
Like, love this group.
This is my squad.
We're gonna, we're gonna kind oflevel it out here.
And and you think life's justcrazy busy, and you got so much
going on.
And then you look down thestreet and you're like, but they
(23:10):
seem to be doing pretty good,and they've got double the herd
that we've got.
How?
Mindset, capacity, and socapacity.
I talked to my kids, my kids cantell you this lecture, this
sermon I've given them, capacityis not fixed, and capacity has
(23:32):
to do with your mindset, and sowhy am I talking about this?
Because for many of you, rightnow, your greatest obstacle to
growth is your mindset aboutyour capacity.
And one of the game changers inmy life, in my career, has been
(23:52):
having people around me whoperiodically reminded me, or
told me, or persuaded me, orconvinced me that I had greater
capacity than I thought I did.
What a huge gift those peoplehave been in my life.
(24:13):
And and I don't have time inthis episode to go through and
tell you all those stories, butstrategically at certain moments
of my life, I view it as uh asdivine um involvement in my
life.
That's how I view it.
I I actually think there'ssomebody playing chess, moving
some pieces around up there.
(24:33):
I just that's my belief.
You could you could think I'mcrazy and that's fine.
You may you may describe itdifferently in your life, but
that's the approach that that'sjust what I believe at the age
I'm at based on what I'veexperienced is that not sure how
all that plays out, but I'm youwe'd have a pretty good, not
debate, but a pretty goodhealthy discussion um where I
(24:55):
don't think I'd be too movableon this topic.
And so, so I I look at that, I'mjust so grateful um that that
that happened, that people thatwere who who crossed my path or
who spoke up in moments, andthere were enough of them at
specific moments in my life towhere I actually paid attention
(25:16):
and was open to what they weresaying, that you've got greater,
they didn't say it exactly thisway, but the message, the
takeaway was you've got greatercapacity than you think you do.
When we first started our firm,Lone Rock Leadership, you know,
and we'd been doing working withexecutives for a long time, and
we had the consulting business,and we had clients and people
that we had built relationshipswith over time, and they would
(25:38):
talk to other people and talk toother people.
And so the three of us thatfounded the firm, we were kind
of like, you know, look at thelifestyle we've got, look at the
income we're generating, look atthe clients we get to work with,
look at where we're at in life.
Like, this is awesome, this isamazing.
And and we we we contemplatedfor a moment, we considered just
kind of leaving it there.
We talked about setting a limitwith the number of consulting
(25:59):
clients we'd have and nottraveling that much and keeping
our schedules like 50% busy withwork or whatever, because of the
stage we were at in life andwhere we had whatever.
And then and then there camethis moment in our discussion
that we actually had greatercapacity and that we didn't want
to waste it, and we wanted todevelop it, and so maybe we
(26:21):
should expand the group andmaybe we should build a
leadership training companybased off of what the executives
we were working with wanted andwhat they were asking for, and
the additional services andwhatever else.
And so we we we made there wasthis ultimate time, this
ultimate moment where we decidedlet's actually stretch.
Let's actually dig into this.
Like let's let's let's pushourselves more.
(26:43):
That's what that's what I'mtalking about.
And so my question to you rightnow, and some of you are
listening to this going, man, II'm at that point on the
treadmill where they're like, Igotta hit, like slow down, like
rest, you know what I mean, orstop because I don't have any
more capacity.
Or there's something going on,an extenuating circumstance, or
there's a cloud over you at thisperiod of your life, or and and
(27:04):
and so this doesn't really applyin the moment.
And and you get a pass uh forright now.
Like we we've all been there andwe all will be there at certain
times of life.
I'm not really speaking to youin this moment, I'm speaking to
you in a present in a futuremoment.
Others of you, um, no, you'reyou're at a place where you
you've kind of you're on thelazy river, and it doesn't
(27:25):
really feel that way.
It's not totally an accuratedescription, but but you're
you're comfortable.
And and maybe what I'm trying todo is I'm trying to be that dude
on the machine that actually isdoing double the weight you're
doing.
And I'm not, it's not like I'mputting it in your face and
saying, see how much I'mlifting.
I'm just what I'm doing, andwhat he did that day for me was
(27:47):
cause me to think, I bet youcould do more.
And that's what the neighborsdown the street did with the
herd of eight.
It wasn't, oh, we need to havemore kids.
No, that ship had sailed, butbut it was, oh, you can do more.
And and so it's a decision, it'sa mindset.
(28:09):
And so I want to approachgrowth, I want to approach
learning, I want to approach umthe opportunity to gain
additional wisdom with theattitude of the gal in the
Wendy's drive-thru.
Let's do this.
Like this is uh with with thatkind of a mindset for growth.
(28:29):
And so when I look at mychallenges and I look at the
work that's out there, and Ilook at the grind and I look at
all that, I want her mindset.
I don't want the mindset ofthose, that crew that I was
trying to get a couple of snackwraps from, you know?
And that are just, you know, ontheir cell phones, just chilling
(28:50):
in the back as orders are comingthrough, just because their
comfort, their entertainment ismore important than um than
really doing the work.
Does that all make sense?
Is that coming through for you?
So um, I just want you thinking.
I want you thinking about yourmindset toward your capacity and
(29:15):
what's possible.
And this is a great time ofyear.
Um I at the time we're puttingthis episode out, we're going
into, you know, we got theholiday season coming up in a
few weeks, wrapping up, we'rethinking about the new year,
what what what we're what whatwe're gonna try to accomplish as
an organization, as a team, asindividuals.
If it we're starting to get intothat period where you ought to
be thinking about that.
(29:35):
And I'll talk more about that inupcoming episodes, like I do
every year at this time.
Um because I it it's a fantasticopportunity to look back and to
look forward and to make someadjustments.
And so capacity, mindset.
That's what's on my mind in thisepisode of the Lead in Thirty
Podcast.
SPEAKER_03 (29:56):
Share this episode with a colleague, your team, or
a friend.
Tap on the share button and textthe link.
Thanks for listening to theLeadin30 podcast with Russ Hill.
It is amazing how much mindset matters.
You know what I'm talking about?
And your mindset as a leader,how you're approaching things
mentally, emotionally has a tonto do with your perceived
capacity.
Let's talk about it.
SPEAKER_03 (00:18):
This is the Lead in 30 podcast with Russell.
You cannot be serious!Strengthen your ability to lead
in less than 30 minutes.
SPEAKER_02 (00:30):
It's time to end the confusion.
Get the new book by the foundersof Lone Rock Leadership.
See why executives at LockheedMartin, Cigna, Teva, Chili's,
and so many other companies arepraising Deliver.
Why some leaders get results andmost don't.
You can download the firstchapter right now and request
(00:51):
two free copies shipped to youat LoneRock.io.
SPEAKER_01 (00:56):
Okay, well, let me let me uh be honest with you.
At the time that many of you arelistening to this episode, what
she just said is gonna be true.
That you can go to LoneRock.io,you can download the first
chapter of Deliver our new book,and that you can request that
two physical copies be shippedto you.
I'll explain why two in aminute.
(01:18):
But right now, like at themoment that this episode's going
out, that's not up on thewebsite yet.
So just be patient.
Sorry, we put that in thepodcast sooner than than we
actually are able to deliver onit.
We we are, you all were in thefinal.
We just did the the lastcomplete edits of deliver.
The very, well, it's not thelast.
You never finish fully editingbecause you discover grammar
(01:38):
mistakes or some typo on page uh247 that nobody caught, um, that
AI didn't uh detect, you know,your AI proofread uh process to
that it didn't pick up.
So, but the pretty much thefinal edit is in, it's all
getting to Amazon and thedifferent book menu, all that
stuff's happening, right?
And so in the next few weeks, atthe time this episode's being
(02:02):
pushed out, just give us a weekor two and we'll have that up
and just go to lone rock.io andeverything that she just said
about you being able to downloadthe first chapter and to get a
couple of uh free copies,physical copies mailed to you,
um, that will all be true.
So just be patient with this.
I we are so excited.
In fact, I'm gonna do this realquick.
I'm gonna actually play for youlike maybe a minute, just a
(02:24):
minute or two, probably aminute, minute and a half of the
audiobook version of Deliver,our new book.
I just want to give you a smalllittle sample.
And you all, this audio's gonnabe slow and with pauses and at a
different speed than I'm talkingright now, because that's how
audiobooks are recorded, right?
But we just locked down theperson who's gonna be doing the
(02:47):
audiobook version of Deliver.
I'm super excited about thattoo.
So let me just play for you.
And again, the we're gonna gofrom 80 miles an hour in the way
that I'm speaking right now tolike 30 miles an hour, which is
the way audiobooks are recorded.
But I want to give you just aflavor, and then I want to come
back and talk about what I wantto talk about in this episode,
which is all about yourperceived capacity.
(03:08):
But as a listener to thepodcast, I gotta give you some
insight behind the scene accessbehind the scenes access to what
we're doing.
So this is the first few pagesof the introduction of the book
Deliver (03:19):
Why Some Leaders Get Results and Most Don't.
Our new book.
SPEAKER_00 (03:25):
This is an effing waste of time, Ben declared, his
voice cutting through thesilence like a blade.
I have zero confidence this isgoing to be worth a dam.
I'm only here because I was toldI had to show up.
The meeting room on the 14thfloor of the company's
Philadelphia offices suddenlywent completely still.
(03:46):
No movement, no noise.
Ten executives who collectivelycontrolled billions in revenue
sat frozen, watching their headof sales, a man closer to
retirement than anyone else inthe room, methodically destroy
the other departments in thecompany.
The problem isn't with my salesteam, Ben continued, pointing at
(04:06):
his colleagues.
It's your departments that arethe issue.
Sorry, but the truth hurts.
When Ben finished his brutalassessment and sat down, arms
crossed and head down, werealized we were witnessing
something profound.
A leader so frustrated by hisorganization's inability to
(04:26):
execute that he was willing torisk the repercussions of
spewing unfiltered honestyrather than sit through another
pointless meeting.
It wasn't the opening weanticipated to start that
meeting, but it wasn't entirelysurprising either.
This was the world's tenthlargest company as measured by
revenue, and it was sufferingfrom the same disease we had
(04:49):
seen spreading everywhere.
SPEAKER_01 (04:51):
So good.
Oh my gosh, I'm so excited forall of you to be able to read
this book that we spent the lastfour years on as the founders of
Lone Rock Leadership.
And uh this one, this one is itit's the uh fourth book, the
(05:11):
fourth book that my name will beon that I've been a part of
writing.
Each one is just uh just uh itrequires a ton of work, you all.
Like we threw out the I we ifyou were to get into our files,
there are folders and foldersand folders of previous
manuscripts and ghostwritersthat we fired and hired, and we
we tried this approach and thattitle and that cover, and and
(05:33):
and you just it you have to getit right, and it's never
perfect, and there are so manythings that I still want to
change in the book and adjustthis, and that takes too long to
say and shorten that down or putmore meat on that or whatever,
but at some point you just haveto ship, right?
The product's never totallycomplete.
And Joel, who's the voice, Joel,Joel's the name of the guy that
you just heard narrating thathe's just getting to work on uh
(05:56):
recording the whole book.
You can imagine how much time ittakes to record 70,000 words.
That's a that's a that's a hugeproject, but I I think he's the
perfect, um, he's got theperfect approach.
These are all the things youhave to worry about when putting
a book out, too, right?
So you put the hardback out,which we we we we we handed out
to all the executives that wereat our summit at Sundance Resort
(06:16):
a few weeks ago.
And then we went back and madesome adjustments.
They got kind of the uh the theadvanced copy of it, and now
we've got over 200 people whoare getting the digital copy of
it that signed up for that.
They're gonna give us reviews onit, and so they've got the
digital copy of the book, over200 people.
And um I I've been posting onLinkedIn about that, having
(06:36):
people sign up if they wanted tobe part of it, and uh, and so
their reviews are about to comein, and then you get the
audiobook version, and then nowwe're dealing with the shipping
and all anyway.
It's just tons of tons ofpieces, and that's just a book,
right?
You've got all the rest of thethings that you're working on,
but so excited for that book toget out there, deliver why some
leaders get results and mostdon't.
(06:56):
And um it's it's a game changer.
I I wish I had this book when Iwas 20 years old.
I wish I had it when I was 30years old.
It would have profoundlyaffected my ability to get
results, the things that we'velearned in the meantime.
Okay, so uh, and by the way,deliver deliver, that book is
all tied to the concepts in ourin our 30-day course, Leadin'30,
which I've been talking about.
(07:16):
I mean, it's the name of thispodcast, right?
And many of you have beenthrough it.
Many of you put you, you know,hundreds of leaders in your
organizations through it.
Some of you are just consideringthat.
Um, all the information onthat's at lone rock.io.
Okay, let's talk about what Iwant to get into.
Uh well, I gotta actuallyofficially welcome you in.
Welcome into the Leadin30podcast.
In less than 30 minutes, we giveyou a framework, uh, an audio
(07:38):
file to listen to, um, a uh anexperience, a best practice,
something to help you upgradeyour ability to lead others.
I make my living.
My name's Russ Hill.
I make my living coachingconsulting senior executive
teams at some of the world'sbiggest companies.
So awesome.
I've been on the phone today,you all, with um some executives
I haven't talked to in a coup inlike three years, and they're
(08:00):
they're involved in one of themis involved in a startup now
that's coming out of India, andand they've got their
headquarters in in uh uh in theU.S.
and Austin, Texas, and they'rejust getting going, and they
just got Series A funding, andlike that's a smaller
organization that's juststarting to, I mean, they grew
um 500% in 2025, which isamazing.
You have that on one end, andthen on the other end, we've got
(08:21):
organizations with well over ahundred thousand people that uh,
in fact, one organization we'retalking to right now has got
well over thirty thousandleaders that uh that that that
that they're trying to get someof this content.
It's just amazing.
All the diversity of experiencesthat we all have based on the
industry we're in, the companywe're in, the stage of life
(08:41):
we're in, the the types ofleaders we work with, what we're
trying to accomplish from a lifepurpose standpoint, just it it
in case you can't tell, it justenergizes me being in this
leadership lab with people whoare trying to produce results
and leading a group of humans isstinking hard.
It is hard.
Doing it in your own home ordoing it in a small organization
(09:02):
or a big, complex, matrixedorganization, um, whether you're
making cars or fighter jets orburritos or um bacon or you're
you're making um you know you'reyou're you're doing health care
services or insurance, whateverit is, um there's just so much
(09:22):
opportunity to gain wisdom.
And for those of us that areaddicted to growth, it's it's an
amazing time to be alive.
Okay, let's talk about what Iset up in the uh in the intro to
this podcast, which is aboutmindset.
I'm gonna share a quickexperience and then um and then
I'm gonna go to why this is onmy mind.
And and don't get lost in thesimplicity of this experience,
(09:46):
because the the underlyingprinciple that I'm gonna share
in this episode that I reallywant you thinking about as it
pertains to the way that youlead others.
Um I'll explain how these twosimple experiences tie to the
principle of leading others andthe principle uh that that I
(10:06):
want you to apply there.
Okay, so I'm gonna drivethrough.
I'm gonna drive through.
I'm on a road trip, I'm on abusiness trip, I'm gonna drive
through on an afternoon.
I'm starving.
It's actually getting to beevening time, and I'm doing
something that I rarely do rightnow.
I'm going through a McDonald'sdrive-thru because it's the only
thing open, one of the onlythings open, and I really don't
care.
I'm at that point, you know,when you get to that point of
(10:27):
hunger where like you just couldeat cardboard, like you're just
not picky, and you've got yourschedule is super compressed,
and so you don't really havetime to be picky and whatever
else.
I'm in this drive-thru.
I order a couple of things.
I'm the only car in there.
It's a really not busy time, andthe experience is horrific.
I'm not going to get into allthe details, but they they just
(10:49):
basically forget about me.
I so I park and I and I'm in thedrive-thru, but I park and I
have to go inside therestaurant, and don't worry, I
wasn't that guy.
Um and I go in and and peopleare on the employees are on
their phone.
Like, nobody's making my food.
And and I'm thinking, you'velost, you forgot about me.
How did my order get somebodycleared my order from the board
(11:10):
and and uh and yet I don't haveany food and I'm dying, and this
was supposed to be really quickbecause I'm racing to get to
this particular venue where I'vegot to be.
And so I I go in, I'm like, hey,you know, um what's going on
here?
And the the manager on duty wasjust the sort of person that um
that you hire when nobody elseon earth is available, if you
(11:33):
know what I mean.
Just uh just not good.
Not good at all.
And yeah, I'm doing all kinds ofjudgment in the moment because
just because I'm human and I'mthinking, you know, there are
all kinds of things going on inhis personal life that's
affecting how he's showing up inwork and and how he's leading
(11:54):
this team, or actually he's notleading the team, but you you
get a it's just a disaster.
So I finally just say, you knowwhat, you guys, let's just make
this super simple.
I'll go away, just give me mymoney back.
And and and it was just like sixdollars or seven, like nothing,
right?
Like meaningless amount ofmoney, and but it was the
principle of you don't deservemy cash.
And so I wasn't angry about it,I was super chill about it.
(12:16):
And I'm just like, well, youhaven't even really started
making my food, and you don'treally want my business, and so
it's cool, just give me my moneyback, they give it to me.
I leave, and I I'm now and nowI'm leaving this McDonald's,
this experience that's justhorrific.
Like textbook bad, like viral ifI had the video and and posted
(12:37):
it, just that bad.
And and and and so I leave, andyet I haven't solved my problem,
which is I'm starving, but I'mso principal-based and something
like that, that I just couldnot, in good faith, give them
money because they didn'tdeserve any revenue um from that
hour.
And and and neither did theowner, the franchisee who um
(13:01):
hired that team.
And and and so I I drive downand I'm like, I gotta get
something.
Like, I I I'm not gonna surviveif I don't get something.
So I pull into a Wendy'sdrive-thru, and I don't know
when the last time I was inWendy's, and the experience you
all was completely different.
Like the gal comes on thespeaker, there's nobody in any
(13:23):
of the drive, there's nobodyout.
The hour of the day, the the dayof the week, all of that,
nobody's out.
These places are just empty.
And so I go through the Wendy'sdrive-thru, the voice comes on
the speaker.
It could not be more pleasant,more human, more warm.
Like, oh wow, I'm not used tothat kind of a human on a on a
drive-thru speaker.
So I order my little basic meal.
(13:44):
I pull up to the window, this uh20-something, 22, 24, however
old she was, you know, with acouple of piercings and whatever
else, and hair dyed a differentcolor.
She could not have been morepersonable, more friendly, more
pleasant to deal with, um, andjust a completely different
experience.
(14:05):
And so I and I told her that.
I gave her feedback.
So after the transaction, I'mlike, can I just give you some
feedback?
You are amazing.
Like, this restaurant is so Isaid this, this restaurant is so
lucky to have you in this windowdoing that.
And she smiled real big.
She's like, oh my gosh, thankyou so much.
I'm like, no, for real.
Thank you so much for the wayyou approached that interaction.
(14:26):
I know it's super simple and andbut I just have to give you that
feedback.
And she looked like someone hadjust handed her the employee of
the month um trophy at somemajor corporation.
It was meaningful to her, whichI appreciated too.
And um, and so then I driveaway, right?
And and I'm thinking aboutmindset.
(14:48):
Thinking about lots of things.
The customer experience.
I'm thinking about who you hirematters.
I'm thinking about frontline,I'm thinking about how much the
the supervisors of frontlineemployees matter.
I'm thinking about all of this.
I'm thinking about the generalmanagers of those restaurants
and how one is clearly very uhinvolved in the type of people
(15:12):
that they hire.
Because yeah, you have a fewoutliers and you get lucky
sometimes, but my guess is if Iwas to look at the general
manager and these theserestaurants, these little
locations were like a mile, twomiles apart.
I'm thinking the generalmanager, I already know what I'm
gonna see.
I already know the experienceI'm gonna have if I were to have
lunch or sit down in a meetingwith the general manager of the
(15:33):
Wendy's versus the generalmanager of the McDonald's.
They're gonna be two totallydifferent approaches.
They are, as the because teamsare reflections of leaders.
Period.
It's just a fact.
Your team is a reflection ofyou.
They have your level of energy,they have your level of
(15:54):
commitment, they have your levelof excuse making, they have your
level of strategic, like theythey are that now they're not,
you have outliers and you havesome different challenges and
whatever else, but it's allabout what you tolerate.
It's all about what you pursue,it's all about what you're
willing to, what you're lookingfor in people, how important it
(16:14):
is for you to get the peoplethat think this way or execute
that way or have a have thissort of a mindset.
And so the employee on the frontline is a reflection, their
mindset is a reflection of themindset of their supervisor, who
is a reflection of the mindsetof their manager, who's a
reflection of the VP.
You got it?
How it cascades.
Again, they're outliers, but ifyou're thinking to me to
(16:34):
yourself right now, Russ, that'snot true.
Because when I look at my team,they like I got this person, I
got that person, and they'renothing like me, and they
they're totally problem child orchildren, or that they they have
issues, and well, you'retolerating it, like they're
still on your team.
You promoted them, you hiredthem, you're not doing anything
(16:55):
about it.
And I know you have a millionreasons, but the facts are the
facts.
And and so I'm thinking aboutthis mindset.
And then I'm let me combine allthese things and put it into
kind of a mixing bowl and andand and then explain uh what I'm
trying to bake here.
Um then I'm at the gym.
You guys, I the gym for me.
(17:16):
I how many how many episodeshave I uh over the 400 or close
to 400 episodes have I mentionedsomething about the gym?
You have these places that yougo and these habits that you
have um where you think.
And some of you that's theshower, others of you it's in
the car driving during yourcommute, others of you, it's on
the plane, others of you, it'son the back porch, sipping a cup
(17:37):
of coffee, others of you, it'sin the mornings or at night when
you're journaling or when you'rereading a book on the living
room couch or you're cutwherever.
But one of those places for mefor thought is the gym.
And um, and it because of thetime of day that I go and
because of time between setswhen you're we're working out or
whatever, and just because of ofthe effect that exercise and
(18:00):
movement has on your brainactivity and and and so all of
that combines.
And so I'm I I I often thinkabout or every once in a while
think about capacity in the gym.
That's really what separates us.
And and and and so I I oftenthink, well, I have the capacity
to lift the fifth, we're justgonna use examples, right?
(18:22):
We're uh I've I have capacity toto do a a curl, a bicep curl.
Those of you that know what thatis, that's pretty basic, right?
I have capacity to do a 20-pounddumbbell bicep curl.
Let's just say that's where I'mat.
And so I I I that's what Ithat's what I pick, and that's
what I go with, and I do so manyreps, and and then I look at
somebody else, and in fact, thishappened to me this week.
(18:43):
This is what got me thinkingabout it.
I was on this machine, it's it'sum basically like a back row, if
you know what I if you know whatthat is.
So I'm doing uh an exercise formy back, and it's kind of a row
exercise.
And there's a guy who comes, I'mI'm on a call, and I yeah, I was
kind of being that guy um on aphone, on a call at the gym,
kind of taking too long,whatever.
I was I was doing the reps, butI was taking longer between the
(19:05):
sets than than than I shouldhave been, because I'm deep in
this phone call.
So this guy walks up to me andhe's like, hey, how many, how
many, and and he was pleasant,but he's like, How many more
sets do you have?
And and my answer almost alwayswhen somebody asks that question
is one.
It just becomes one more setbecause if you want this
machine, I'm not gonna get inthe way, I'm not gonna be that
guy.
So I said, one more.
And he gives me this look like,okay, cool, um, but get get on
(19:29):
with it.
And and this guy is half my age,which is not difficult these
days.
And uh, and he's pleasant, and Iit's I finish up the set and I
move away, and he's like, Don'tworry about it, don't, don't,
don't clear the weights, I'mgood.
And then he puts on, and I'mlooking at this dude, it's not
like, you know, I'm certainlynot some bronzed bodybuilder by
any stretch, never will be.
(19:49):
That's not my goal, nor do Ithink I have that, well, kind of
gets the capacity mindset, so Ishouldn't say what I was gonna
say, because it'd violateeverything I'm talking about.
Well, except that my mindset isthat's not who I want to be,
right?
And I just want to be active.
And this guy is trying to buildsize and whatever else, but he's
not there yet.
He's a decent size, but youknow, it doesn't look like he's
massively stronger than I am,and and uh, and so you got some
(20:13):
ego going here, and he loads uplike more than double the weight
I was doing.
And I'm watching him now.
I'm at a different machine alittle ways away, and
occasionally I'm still on thisbusiness call.
I'm kind of looking over, seeingwhat he's doing, and and I'm
watching this, and I'm like,wow, how is he doing that much
weight?
(20:34):
And so I wanted to get back onthe machine because I thought,
well, Russ, maybe you you couldprobably do more than you had
loaded on there, and and youwere in the mindset of being
more focused on the businesscall anyway than the weight, and
so I'm just going to capacity.
And and I it's so off so often Ihave the experience when
(20:56):
exercising that I can gofurther, I can go heavier than I
thought I could.
And there's there's an obstaclelike mentally, I start feeling
some pain, or I start um losingmy breath, or whatever it is.
And so I go, okay, well, I canonly go a tenth of a mile more.
Or I I I think I could put on uhanother five pounds on this, but
(21:20):
not any more than that, becauseI'm facing some resistance.
And when that obstacle presentsitself, then I I I I hedge.
And it has to do with capacity.
And so let me give another quickstory and then and then we're
gonna go right into theprinciple and and my thought, my
invitation to you.
So the neighbors down thestreet, right, that they don't
(21:41):
live there anymore, but theylived in this this big house um
down the street from us, maybefour or five houses, and they
were there when we moved in, andthey're fr some of their kids,
their oldest, were the ages ofour oldest, and they became
friends, and they still arefriends, and um and even though
they're they're they're allmarried, that the older kids
now, and uh, and those coupleshave become friends.
(22:03):
And anyway, um you know, we havewe have four kids, they had
eight.
Yeah, eight.
And and and so you think you youyou you know where I'm going,
right?
So you have one kid and you'relike, wow, this baby is so like
life changed in a massive way.
How does anybody have a kid?
(22:24):
Like your respect level forsomebody who's a parent goes way
off the charts.
And and and then maybe you haveand well, you think, how could
anyone ever have two?
Two of these things, right?
Like, how do they survive?
And then maybe you take theplunge and you have a second,
and you're like, whoa, this isso much harder than having one.
(22:47):
We thought one was hard, two,like, whoa.
And then maybe you have a thirdor a fourth, some of us do, and
you're like, okay, I think we'regonna, that's good.
Like, love this group.
This is my squad.
We're gonna, we're gonna kind oflevel it out here.
And and you think life's justcrazy busy, and you got so much
going on.
And then you look down thestreet and you're like, but they
(23:10):
seem to be doing pretty good,and they've got double the herd
that we've got.
How?
Mindset, capacity, and socapacity.
I talked to my kids, my kids cantell you this lecture, this
sermon I've given them, capacityis not fixed, and capacity has
(23:32):
to do with your mindset, and sowhy am I talking about this?
Because for many of you, rightnow, your greatest obstacle to
growth is your mindset aboutyour capacity.
And one of the game changers inmy life, in my career, has been
(23:52):
having people around me whoperiodically reminded me, or
told me, or persuaded me, orconvinced me that I had greater
capacity than I thought I did.
What a huge gift those peoplehave been in my life.
(24:13):
And and I don't have time inthis episode to go through and
tell you all those stories, butstrategically at certain moments
of my life, I view it as uh asdivine um involvement in my
life.
That's how I view it.
I I actually think there'ssomebody playing chess, moving
some pieces around up there.
(24:33):
I just that's my belief.
You could you could think I'mcrazy and that's fine.
You may you may describe itdifferently in your life, but
that's the approach that that'sjust what I believe at the age
I'm at based on what I'veexperienced is that not sure how
all that plays out, but I'm youwe'd have a pretty good, not
debate, but a pretty goodhealthy discussion um where I
(24:55):
don't think I'd be too movableon this topic.
And so, so I I look at that, I'mjust so grateful um that that
that happened, that people thatwere who who crossed my path or
who spoke up in moments, andthere were enough of them at
specific moments in my life towhere I actually paid attention
(25:16):
and was open to what they weresaying, that you've got greater,
they didn't say it exactly thisway, but the message, the
takeaway was you've got greatercapacity than you think you do.
When we first started our firm,Lone Rock Leadership, you know,
and we'd been doing working withexecutives for a long time, and
we had the consulting business,and we had clients and people
that we had built relationshipswith over time, and they would
(25:38):
talk to other people and talk toother people.
And so the three of us thatfounded the firm, we were kind
of like, you know, look at thelifestyle we've got, look at the
income we're generating, look atthe clients we get to work with,
look at where we're at in life.
Like, this is awesome, this isamazing.
And and we we we contemplatedfor a moment, we considered just
kind of leaving it there.
We talked about setting a limitwith the number of consulting
(25:59):
clients we'd have and nottraveling that much and keeping
our schedules like 50% busy withwork or whatever, because of the
stage we were at in life andwhere we had whatever.
And then and then there camethis moment in our discussion
that we actually had greatercapacity and that we didn't want
to waste it, and we wanted todevelop it, and so maybe we
(26:21):
should expand the group andmaybe we should build a
leadership training companybased off of what the executives
we were working with wanted andwhat they were asking for, and
the additional services andwhatever else.
And so we we we made there wasthis ultimate time, this
ultimate moment where we decidedlet's actually stretch.
Let's actually dig into this.
Like let's let's let's pushourselves more.
(26:43):
That's what that's what I'mtalking about.
And so my question to you rightnow, and some of you are
listening to this going, man, II'm at that point on the
treadmill where they're like, Igotta hit, like slow down, like
rest, you know what I mean, orstop because I don't have any
more capacity.
Or there's something going on,an extenuating circumstance, or
there's a cloud over you at thisperiod of your life, or and and
(27:04):
and so this doesn't really applyin the moment.
And and you get a pass uh forright now.
Like we we've all been there andwe all will be there at certain
times of life.
I'm not really speaking to youin this moment, I'm speaking to
you in a present in a futuremoment.
Others of you, um, no, you'reyou're at a place where you
you've kind of you're on thelazy river, and it doesn't
(27:25):
really feel that way.
It's not totally an accuratedescription, but but you're
you're comfortable.
And and maybe what I'm trying todo is I'm trying to be that dude
on the machine that actually isdoing double the weight you're
doing.
And I'm not, it's not like I'mputting it in your face and
saying, see how much I'mlifting.
I'm just what I'm doing, andwhat he did that day for me was
(27:47):
cause me to think, I bet youcould do more.
And that's what the neighborsdown the street did with the
herd of eight.
It wasn't, oh, we need to havemore kids.
No, that ship had sailed, butbut it was, oh, you can do more.
And and so it's a decision, it'sa mindset.
(28:09):
And so I want to approachgrowth, I want to approach
learning, I want to approach umthe opportunity to gain
additional wisdom with theattitude of the gal in the
Wendy's drive-thru.
Let's do this.
Like this is uh with with thatkind of a mindset for growth.
(28:29):
And so when I look at mychallenges and I look at the
work that's out there, and Ilook at the grind and I look at
all that, I want her mindset.
I don't want the mindset ofthose, that crew that I was
trying to get a couple of snackwraps from, you know?
And that are just, you know, ontheir cell phones, just chilling
(28:50):
in the back as orders are comingthrough, just because their
comfort, their entertainment ismore important than um than
really doing the work.
Does that all make sense?
Is that coming through for you?
So um, I just want you thinking.
I want you thinking about yourmindset toward your capacity and
(29:15):
what's possible.
And this is a great time ofyear.
Um I at the time we're puttingthis episode out, we're going
into, you know, we got theholiday season coming up in a
few weeks, wrapping up, we'rethinking about the new year,
what what what we're what whatwe're gonna try to accomplish as
an organization, as a team, asindividuals.
If it we're starting to get intothat period where you ought to
be thinking about that.
(29:35):
And I'll talk more about that inupcoming episodes, like I do
every year at this time.
Um because I it it's a fantasticopportunity to look back and to
look forward and to make someadjustments.
And so capacity, mindset.
That's what's on my mind in thisepisode of the Lead in Thirty
Podcast.
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