February 8, 2021 • 18 mins
The toughest thing for the entrepreneurial tech leader is when the business grows to where they can't be involved in everything. It's a transition many struggles to make.
Take heart! In this episode of the podcast, Paul Simkins talks about a simple to apply rule that helps you delegate more effectively and let go to get growth.
Plus, a great recipe for Cowboy Soup. And if you have a favorite outdoor cooking recipe you would like to share, send it to paul@BoldlyLead.com. If we put it in an episode we'll let you know and give you credit for it on the show.
You can get a copy of Paul's eBook 15 Innovative Ways to Show Employees You Care and Not Break the Bank by emailing him at paul@BoldlyLead.com.
Join the discussions at our Podcast Facebook group here.
Learn more about Paul Simkins on his website.
We happily work with Buzzsprout for our podcast. See how they can help you and get a $20 Amazon Gift Card after you pay your second invoice!
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Producer (00:00):
The tech leaders toolbox podcast is brought to
you by Paul Simkins and thebully LEAD program, focusing on
helping tech leaders like you,and the frustration of low
performing teams, and losingexcellent employees, so they can
increase productivity by 50%. Gohome on time, and sleep better
(00:21):
at night.
Paul Simkins (00:23):
Hello, and welcome to the tech leaders toolbox. I'm
Paul Simkins. And we're herebecause how you lead today
determines how your teamsucceeds tomorrow. This is
Episode 55 of the podcast. Andwell, this episode is going to
speak mostly to the techentrepreneurs out there,
especially the ones who are justexperiencing their first pangs
(00:45):
of growth, yet, don't tune offyet, because I want to tell you
that there's probably somethinghere for every leader out there,
including, of course, thisweek's outdoor cooking recipe,
are you ready? Let's go.
(01:08):
You don't have a word for many asmall business my day and being
an entrepreneur myself now.
Well, I've had the uniqueopportunity to see how
businesses grow and how theentrepreneur grows or doesn't
grow with it. It's a greatexample of what john Maxwell
likes to call a leadership lid.
(01:30):
Because the businesses will growto a certain point and then
either slow down drastically andstagnate. Or they innovate, they
change. And they find new waysto go. And they can move to that
next level. And what I found is,it's not a factor of the
(01:55):
economy, or industry changes.
But it's more a matter of thelack of changes, internally, the
entrepreneur simply doesn't growhis leadership enough to be able
to be ready for how theorganization needs to change, to
accommodate corporate growth.
(02:19):
See, the whole principle of theleadership lid is that john
Maxwell believes that each andevery one of us has that
capacity to be a leader. But howmuch leadership we show. And how
that leadership improves, is alid on our own personal growth,
(02:40):
and on our organizationalgrowth. And no matter how much
we try, we're not going to getabove that leadership lid,
unless we find a way to push thelid up higher. And we do that
through the ways in which wegrow and develop ourselves to be
(03:01):
more effective as a leader, forourselves and for organization.
And this is a tough thing forentrepreneurs because well, you
know, write it say I wentthrough it, you're going through
it probably and or have beenthrough it. When you first start
out, you're quite often the onlyperson doing anything. Or at the
(03:25):
very least you're everythingrevolves around you, right? It
was your vision that started thecompany to begin with your
initiative that got things offthe ground? Well, so naturally,
you feel that you and you alone,are responsible for success or
failure of this venture. And soyou're the executive management,
(03:47):
you're the accountingdepartment, you're the sales
manager, the the fulfillmentdepartment, the development
head, and well, perhaps even thejanitor. Again, I've been all
that. And then success happens.
sucks, sales are up customerscan't get enough of you. You
have to add staff, you have tohire an appoint department
managers, you have to expandyour inventory install
(04:08):
processes, you have to get moreoffice space, you have to create
new products, you have to adoptmore formalized accounting
procedures and on and on and on.
And well, you're spending moreand more of your time in the
office, you're being pulled intomultiple directions. And things
are bottlenecking. And they'rebottlenecking because they have
(04:29):
to wait for you to come up witha solution or for you to put
your stamp of approval on onehand this. This is the crisis
moment. This is when it becomesa crisis because you haven't
learned to let go. And beforeyou think I'm pointing a finger
(04:50):
here, I can say this about me Itbecame a crisis when I hadn't
learned to let go when thecompany has grown to the point
where things are waiting on you.
And then it's time to decidewhat things you want to keep
control of, and what you want tolet go of, and trust others to
carry the load. That word trustcomes up again, it's critical.
(05:16):
You have to be able to you haveto bring people on your team
that you can trust. And the samegoes, how do you learn to trust
somebody, by trusting them, youhave to turn things on over when
you can let go of things and youcan trust the people you've
hired to pick up the slack, thenthe pace of the business can
(05:39):
continue and perhaps evenincrease. You can grow, the
organization can grow. Everyonebenefits. But if you insist on
keeping your finger in everypie, most of those pies aren't
going to come out right? Andyou're going to get weary,
you're going to get burned out.
(06:03):
And then another small businessbites the dust. Alright, so what
do you do about it?
Well, you what you want to do isyou want to apply what we call
the 8020 rule. The basic premiseof the 8020 rule is this 80% of
your efforts should be directedtowards the 20% of things that
(06:25):
you and only you can do, such asvisioning for the future, and
preparing your legacy, thingslike that. So you'll look at
what you do now. And think aboutthe things you do daily and the
things you do weekly. And ifsomeone else in the company can
do it at least 80% as good asyou let it go. You turn it over
(06:51):
to them. you communicateexpectations. And by
communicating expectations. It'sthe what not the how to
communicate your expectations.
equip them with what they needto get the job done. Let it go.
Doesn't mean you don't, youknow, you don't ask for regular
(07:12):
reports, it doesn't mean thatyou don't keep them on track and
focused. But it means that youlet them do it. And you let them
do it their way, as long asyou're clear about what you
expect the outcome to be. And ofcourse, making sure it is
consistent with the values ofthe organization. If it doesn't
(07:34):
focus on the primary thrust ofyour business, that's another
reason to let it go and letsomebody else do it. And I gotta
tell you, I emphasize thisbecause this is such an
important step in yourleadership growth. Not only
because of what it does for you,but also because what it does
(07:57):
for your business. And even moreimportantly, what it does for
the team members that you havearound you. It allows others to
grow and to become more engaged,and to take more responsibility
for the profitability of yourbusiness. Think how much more
(08:18):
productive how much moreprofitable your business can be,
when you're not the only oneworried about it. Teddy
Roosevelt once said, The bestexecutive is the one who has
sent enough to pick good men todo what he wants done, and self
restraint enough to keep frommeddling with him while they do
(08:41):
it. I'll give you anothersimilar quote from a man I
admired a man named EdFernandez, who many many years
ago formed a company calledShere Khan. It was a government
contracting business orcontracting business in general,
I should say, working ongovernment contracts primarily,
but they did corporate privatebusinesses as well. And what Ed
used to brag about, and it wasone of the reasons I admired him
(09:06):
is he bragged about that theentire success of his
organization was due to the factthat he hired people smarter
than him. And then he got out ofthe way, and he let them do
their jobs. And even after Edtragically died in a plane
(09:26):
accident, the business carriedon for a while after that,
because he had smart people inplace, who are able to keep it
going. So apply that 8020 rule,learn to let go of the 80% of
things that you don't reallyneed to be doing. And that
(09:48):
somebody else can do at least80% as good as you factor. The
reality is for a lot of thosethings. There's somebody in your
organization You can actually doit better than you do it,
whether you want to admit thator not. And by letting it go and
letting them loose, you get evenbetter results. Right? Sounds
(10:10):
easy, doesn't it? Yeah, it's noteven close. You're going to
resist this likely resist thisvehemently. I did. After all,
how can you let any of this go?
How can let somebody else do it?
You're the one who had thevision? How can anyone else know
enough to do it the way you wantit done. But the critical point
(10:33):
is, you want to move forward,you must, and you need to
understand it won't be done, theway you want it done. You'll get
the results, just not exactlythe way you would have done it.
(10:53):
And you know what? It'll beokay.
It'll be okay. If you take thetime to communicate
expectations. Again, the what?
Not the hell, if you equip themwith what they need to get the
job done, if you support them.
(11:13):
And if you let go of everythingbeing done, the way you would
have done it in favor of gettingthe end goal, you will achieve
success. So here's a couple ofaction items for you. Let's
apply that 8020 rule. Thinkabout, write down a list of the
20% of things that you and onlyyou can do for your
(11:38):
organization. Be honest withyourself on this only the things
that only you can truly do. Thentake write down a list of those
80% of things that don't go intothe first category, make a list
of what you're going to let goof. And next to each one write
(11:58):
in the name of the person towhom you'll release it. And then
the final step, start tomorrow.
Not next week, not next month,not next quarter, tomorrow.
Because again, that law ofdiminishing probabilities. The
longer you wait, the less likelyyou are to do it time drags on,
(12:21):
it becomes too late. Do ittomorrow. Learn to let go to get
the results that you want. We'llbe back in a moment.
Producer (12:36):
While you're here, take a moment right now to
subscribe to the tech leaderstoolbox podcast and leave
review. That way, you willalways be up to date on the bold
and innovative leadershipprinciples we are sharing here.
And come join the tech leaderstoolbox Facebook group as well,
where you and other leadersdiscuss these concepts in more
(12:58):
detail. And we answer yourquestions. Subscribe today and
share this with your friends.
Paul Simkins (13:06):
All right, we're back. And in this part of the
show, I always like to share mylove of cooking, especially
outdoor cooking. I do have aDutch ovens. I love to cook over
open fire with Dutch ovens. Ilove to do cook, crank up my
smoker there and do a lot ofsmoke barbecue cooking, and I've
got a grill. And I love it somuch. I've actually created a
(13:31):
really fun group out there. It'son facebook facebook group
called smoke and ash. And Iinvite you to come out and join
us whether you're an experiencedoutdoor cooker, whether you're
brand new to it, or you're justinterested in it, come on out
and join us it's a lot of fun.
And it's free to join no fee,right and we just, we all sit
out there, we share recipes andideas, we share our gadgets that
(13:53):
we have our cooking gear that wehave. A lot of people take great
pride in their cooking gear. Andwe even talk about like what's
coming up lately. Like, lately,it was what everybody was making
for the Super Bowl parties,right? That they were gonna have
small as they were gonna bebecause of the pandemic but they
(14:13):
talked about the recipes aregonna make So again, it's called
smoke a dash and invite you tocome out and join us. And so in
this part of the show, I alwaysshare an outdoor cooking recipe.
And these recipes, by the wayare available on that smoke and
ash Facebook group so you can goout there and get them and this
week I'm going to share a recipecalled cowboy soup. Now this is
from a cookbook that I love touse called the geezers cookbook
(14:37):
written especially for outdoorcooking. So this is a nice
winter warm me up called cowboysuit. So for this you're going
to need to potatoes which youwant to peel and cut into
chunks. about a pound of groundbeef. Chop up an onion, get a
can of corn canopies can havegreen beans can have baked beans
can have tomato soup, and a canof crushed tomatoes. Now you're
(15:02):
also going to need about twotablespoons of chili powder, a
bayleaf and some nutmeg. So thefirst thing you do is your brown
the ground beef and the onionstogether. And if it produces too
much liquid drain off a littlebit of it. Then take all the
rest of the ingredients exceptfor the seasonings and dump them
into the pot with the groundbeef and the onions. Don't
(15:26):
bother draining out the liquidout of the cans of the veggies.
Just dump everything in there.
And then you're going to put iton about medium medium high
heat, and you're going to cookit until the potatoes are done,
which is going to take about1015 minutes. Then at that
point, you're going to add inyour chili powder, the bayleaf
(15:46):
and the nutmeg. And again, forthe nutbag few dashes about a
quarter teaspoon, maybe more,give it a little extra byte. And
add that in stirred in real goodcook it another 30 minutes, good
to go. And serve that with anice crusty bread, like an
Italian bread or French breadwith a nice crust on the
(16:07):
outside, soft on the inside, andsalad and well you got a meal
that's gonna fill you up andmake you feel satisfied. And
that's it, it's cowboy soup, Ithink you're really gonna like
it. And again, don't forget, youcan get that out on my Facebook
group, smoke a dash, or justsend me an email at Paul at
boldly lead.com. And by the way,if you have a favorite outdoor
(16:31):
cooking recipe you would like toshare with us, you can come up
with that and share that with uson that Facebook. Well, you can
come out and share it just sendme an email at Paul at boldly
lead.com share that recipe withme. If I use the recipe on the
show, I'll give you a credit forit. And I'll let you know what
episode is going to be on. Butagain, just send that to Paul at
(16:52):
boldly lead.com.
Well, folks, that's about all wehave time for this weekend. And
and I got it, I want to sharesomething with you a little
confession with you. I'verecently picked up a project
that is consuming a lot of mytime during the day. And it's
going to consume a lot of mytime for the next two years.
It's a major project and reallyhappy to be working on it. It's
(17:15):
great work and I'm reallyenjoying it. But it's a
challenge because it's achallenge to put out this
podcast. But I want to keepdoing this because I want to
keep adding value to you. I wantto keep adding helping you
become the leader you need to beso that you can be more
effective, your teams can bemore productive, you can make
better decisions, and you can bemore effective leading your tech
(17:39):
organization. And so I do thisfor free. So I want to ask a
favor from you to help me andhelp keep me going here. If you
listen to this podcast on aApple podcast or any kind of
service like that, be sure toleave us a five star review
because people pay attention tothat. Right? Leave us a five
(17:59):
star review. Let people know youenjoy this podcast and that you
listen to it regularly. Share itwith your friends bring more
people in I I want to I want toget a lot of people around here
on this. I want to add value toas many people as I can. And so
I need your help to do that.
Will you do that for me? I'dreally appreciate it. Alright
folks, that's again, that's allwe have time for this week until
(18:20):
the next time, go out and be theleader. You were meant to be
The tech leaders toolbox podcast is brought to
you by Paul Simkins and thebully LEAD program, focusing on
helping tech leaders like you,and the frustration of low
performing teams, and losingexcellent employees, so they can
increase productivity by 50%. Gohome on time, and sleep better
(00:21):
at night.
Paul Simkins (00:23):
Hello, and welcome to the tech leaders toolbox. I'm
Paul Simkins. And we're herebecause how you lead today
determines how your teamsucceeds tomorrow. This is
Episode 55 of the podcast. Andwell, this episode is going to
speak mostly to the techentrepreneurs out there,
especially the ones who are justexperiencing their first pangs
(00:45):
of growth, yet, don't tune offyet, because I want to tell you
that there's probably somethinghere for every leader out there,
including, of course, thisweek's outdoor cooking recipe,
are you ready? Let's go.
(01:08):
You don't have a word for many asmall business my day and being
an entrepreneur myself now.
Well, I've had the uniqueopportunity to see how
businesses grow and how theentrepreneur grows or doesn't
grow with it. It's a greatexample of what john Maxwell
likes to call a leadership lid.
(01:30):
Because the businesses will growto a certain point and then
either slow down drastically andstagnate. Or they innovate, they
change. And they find new waysto go. And they can move to that
next level. And what I found is,it's not a factor of the
(01:55):
economy, or industry changes.
But it's more a matter of thelack of changes, internally, the
entrepreneur simply doesn't growhis leadership enough to be able
to be ready for how theorganization needs to change, to
accommodate corporate growth.
(02:19):
See, the whole principle of theleadership lid is that john
Maxwell believes that each andevery one of us has that
capacity to be a leader. But howmuch leadership we show. And how
that leadership improves, is alid on our own personal growth,
(02:40):
and on our organizationalgrowth. And no matter how much
we try, we're not going to getabove that leadership lid,
unless we find a way to push thelid up higher. And we do that
through the ways in which wegrow and develop ourselves to be
(03:01):
more effective as a leader, forourselves and for organization.
And this is a tough thing forentrepreneurs because well, you
know, write it say I wentthrough it, you're going through
it probably and or have beenthrough it. When you first start
out, you're quite often the onlyperson doing anything. Or at the
(03:25):
very least you're everythingrevolves around you, right? It
was your vision that started thecompany to begin with your
initiative that got things offthe ground? Well, so naturally,
you feel that you and you alone,are responsible for success or
failure of this venture. And soyou're the executive management,
(03:47):
you're the accountingdepartment, you're the sales
manager, the the fulfillmentdepartment, the development
head, and well, perhaps even thejanitor. Again, I've been all
that. And then success happens.
sucks, sales are up customerscan't get enough of you. You
have to add staff, you have tohire an appoint department
managers, you have to expandyour inventory install
(04:08):
processes, you have to get moreoffice space, you have to create
new products, you have to adoptmore formalized accounting
procedures and on and on and on.
And well, you're spending moreand more of your time in the
office, you're being pulled intomultiple directions. And things
are bottlenecking. And they'rebottlenecking because they have
(04:29):
to wait for you to come up witha solution or for you to put
your stamp of approval on onehand this. This is the crisis
moment. This is when it becomesa crisis because you haven't
learned to let go. And beforeyou think I'm pointing a finger
(04:50):
here, I can say this about me Itbecame a crisis when I hadn't
learned to let go when thecompany has grown to the point
where things are waiting on you.
And then it's time to decidewhat things you want to keep
control of, and what you want tolet go of, and trust others to
carry the load. That word trustcomes up again, it's critical.
(05:16):
You have to be able to you haveto bring people on your team
that you can trust. And the samegoes, how do you learn to trust
somebody, by trusting them, youhave to turn things on over when
you can let go of things and youcan trust the people you've
hired to pick up the slack, thenthe pace of the business can
(05:39):
continue and perhaps evenincrease. You can grow, the
organization can grow. Everyonebenefits. But if you insist on
keeping your finger in everypie, most of those pies aren't
going to come out right? Andyou're going to get weary,
you're going to get burned out.
(06:03):
And then another small businessbites the dust. Alright, so what
do you do about it?
Well, you what you want to do isyou want to apply what we call
the 8020 rule. The basic premiseof the 8020 rule is this 80% of
your efforts should be directedtowards the 20% of things that
(06:25):
you and only you can do, such asvisioning for the future, and
preparing your legacy, thingslike that. So you'll look at
what you do now. And think aboutthe things you do daily and the
things you do weekly. And ifsomeone else in the company can
do it at least 80% as good asyou let it go. You turn it over
(06:51):
to them. you communicateexpectations. And by
communicating expectations. It'sthe what not the how to
communicate your expectations.
equip them with what they needto get the job done. Let it go.
Doesn't mean you don't, youknow, you don't ask for regular
(07:12):
reports, it doesn't mean thatyou don't keep them on track and
focused. But it means that youlet them do it. And you let them
do it their way, as long asyou're clear about what you
expect the outcome to be. And ofcourse, making sure it is
consistent with the values ofthe organization. If it doesn't
(07:34):
focus on the primary thrust ofyour business, that's another
reason to let it go and letsomebody else do it. And I gotta
tell you, I emphasize thisbecause this is such an
important step in yourleadership growth. Not only
because of what it does for you,but also because what it does
(07:57):
for your business. And even moreimportantly, what it does for
the team members that you havearound you. It allows others to
grow and to become more engaged,and to take more responsibility
for the profitability of yourbusiness. Think how much more
(08:18):
productive how much moreprofitable your business can be,
when you're not the only oneworried about it. Teddy
Roosevelt once said, The bestexecutive is the one who has
sent enough to pick good men todo what he wants done, and self
restraint enough to keep frommeddling with him while they do
(08:41):
it. I'll give you anothersimilar quote from a man I
admired a man named EdFernandez, who many many years
ago formed a company calledShere Khan. It was a government
contracting business orcontracting business in general,
I should say, working ongovernment contracts primarily,
but they did corporate privatebusinesses as well. And what Ed
used to brag about, and it wasone of the reasons I admired him
(09:06):
is he bragged about that theentire success of his
organization was due to the factthat he hired people smarter
than him. And then he got out ofthe way, and he let them do
their jobs. And even after Edtragically died in a plane
(09:26):
accident, the business carriedon for a while after that,
because he had smart people inplace, who are able to keep it
going. So apply that 8020 rule,learn to let go of the 80% of
things that you don't reallyneed to be doing. And that
(09:48):
somebody else can do at least80% as good as you factor. The
reality is for a lot of thosethings. There's somebody in your
organization You can actually doit better than you do it,
whether you want to admit thator not. And by letting it go and
letting them loose, you get evenbetter results. Right? Sounds
(10:10):
easy, doesn't it? Yeah, it's noteven close. You're going to
resist this likely resist thisvehemently. I did. After all,
how can you let any of this go?
How can let somebody else do it?
You're the one who had thevision? How can anyone else know
enough to do it the way you wantit done. But the critical point
(10:33):
is, you want to move forward,you must, and you need to
understand it won't be done, theway you want it done. You'll get
the results, just not exactlythe way you would have done it.
(10:53):
And you know what? It'll beokay.
It'll be okay. If you take thetime to communicate
expectations. Again, the what?
Not the hell, if you equip themwith what they need to get the
job done, if you support them.
(11:13):
And if you let go of everythingbeing done, the way you would
have done it in favor of gettingthe end goal, you will achieve
success. So here's a couple ofaction items for you. Let's
apply that 8020 rule. Thinkabout, write down a list of the
20% of things that you and onlyyou can do for your
(11:38):
organization. Be honest withyourself on this only the things
that only you can truly do. Thentake write down a list of those
80% of things that don't go intothe first category, make a list
of what you're going to let goof. And next to each one write
(11:58):
in the name of the person towhom you'll release it. And then
the final step, start tomorrow.
Not next week, not next month,not next quarter, tomorrow.
Because again, that law ofdiminishing probabilities. The
longer you wait, the less likelyyou are to do it time drags on,
(12:21):
it becomes too late. Do ittomorrow. Learn to let go to get
the results that you want. We'llbe back in a moment.
Producer (12:36):
While you're here, take a moment right now to
subscribe to the tech leaderstoolbox podcast and leave
review. That way, you willalways be up to date on the bold
and innovative leadershipprinciples we are sharing here.
And come join the tech leaderstoolbox Facebook group as well,
where you and other leadersdiscuss these concepts in more
(12:58):
detail. And we answer yourquestions. Subscribe today and
share this with your friends.
Paul Simkins (13:06):
All right, we're back. And in this part of the
show, I always like to share mylove of cooking, especially
outdoor cooking. I do have aDutch ovens. I love to cook over
open fire with Dutch ovens. Ilove to do cook, crank up my
smoker there and do a lot ofsmoke barbecue cooking, and I've
got a grill. And I love it somuch. I've actually created a
(13:31):
really fun group out there. It'son facebook facebook group
called smoke and ash. And Iinvite you to come out and join
us whether you're an experiencedoutdoor cooker, whether you're
brand new to it, or you're justinterested in it, come on out
and join us it's a lot of fun.
And it's free to join no fee,right and we just, we all sit
out there, we share recipes andideas, we share our gadgets that
(13:53):
we have our cooking gear that wehave. A lot of people take great
pride in their cooking gear. Andwe even talk about like what's
coming up lately. Like, lately,it was what everybody was making
for the Super Bowl parties,right? That they were gonna have
small as they were gonna bebecause of the pandemic but they
(14:13):
talked about the recipes aregonna make So again, it's called
smoke a dash and invite you tocome out and join us. And so in
this part of the show, I alwaysshare an outdoor cooking recipe.
And these recipes, by the wayare available on that smoke and
ash Facebook group so you can goout there and get them and this
week I'm going to share a recipecalled cowboy soup. Now this is
from a cookbook that I love touse called the geezers cookbook
(14:37):
written especially for outdoorcooking. So this is a nice
winter warm me up called cowboysuit. So for this you're going
to need to potatoes which youwant to peel and cut into
chunks. about a pound of groundbeef. Chop up an onion, get a
can of corn canopies can havegreen beans can have baked beans
can have tomato soup, and a canof crushed tomatoes. Now you're
(15:02):
also going to need about twotablespoons of chili powder, a
bayleaf and some nutmeg. So thefirst thing you do is your brown
the ground beef and the onionstogether. And if it produces too
much liquid drain off a littlebit of it. Then take all the
rest of the ingredients exceptfor the seasonings and dump them
into the pot with the groundbeef and the onions. Don't
(15:26):
bother draining out the liquidout of the cans of the veggies.
Just dump everything in there.
And then you're going to put iton about medium medium high
heat, and you're going to cookit until the potatoes are done,
which is going to take about1015 minutes. Then at that
point, you're going to add inyour chili powder, the bayleaf
(15:46):
and the nutmeg. And again, forthe nutbag few dashes about a
quarter teaspoon, maybe more,give it a little extra byte. And
add that in stirred in real goodcook it another 30 minutes, good
to go. And serve that with anice crusty bread, like an
Italian bread or French breadwith a nice crust on the
(16:07):
outside, soft on the inside, andsalad and well you got a meal
that's gonna fill you up andmake you feel satisfied. And
that's it, it's cowboy soup, Ithink you're really gonna like
it. And again, don't forget, youcan get that out on my Facebook
group, smoke a dash, or justsend me an email at Paul at
boldly lead.com. And by the way,if you have a favorite outdoor
(16:31):
cooking recipe you would like toshare with us, you can come up
with that and share that with uson that Facebook. Well, you can
come out and share it just sendme an email at Paul at boldly
lead.com share that recipe withme. If I use the recipe on the
show, I'll give you a credit forit. And I'll let you know what
episode is going to be on. Butagain, just send that to Paul at
(16:52):
boldly lead.com.
Well, folks, that's about all wehave time for this weekend. And
and I got it, I want to sharesomething with you a little
confession with you. I'verecently picked up a project
that is consuming a lot of mytime during the day. And it's
going to consume a lot of mytime for the next two years.
It's a major project and reallyhappy to be working on it. It's
(17:15):
great work and I'm reallyenjoying it. But it's a
challenge because it's achallenge to put out this
podcast. But I want to keepdoing this because I want to
keep adding value to you. I wantto keep adding helping you
become the leader you need to beso that you can be more
effective, your teams can bemore productive, you can make
better decisions, and you can bemore effective leading your tech
(17:39):
organization. And so I do thisfor free. So I want to ask a
favor from you to help me andhelp keep me going here. If you
listen to this podcast on aApple podcast or any kind of
service like that, be sure toleave us a five star review
because people pay attention tothat. Right? Leave us a five
(17:59):
star review. Let people know youenjoy this podcast and that you
listen to it regularly. Share itwith your friends bring more
people in I I want to I want toget a lot of people around here
on this. I want to add value toas many people as I can. And so
I need your help to do that.
Will you do that for me? I'dreally appreciate it. Alright
folks, that's again, that's allwe have time for this week until
(18:20):
the next time, go out and be theleader. You were meant to be
Popular Podcasts
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Therapy Gecko
An unlicensed lizard psychologist travels the universe talking to strangers about absolutely nothing. TO CALL THE GECKO: follow me on https://www.twitch.tv/lyleforever to get a notification for when I am taking calls. I am usually live Mondays, Wednesdays, and Fridays but lately a lot of other times too. I am a gecko.